Something Still Doesn’t Add Up.
You’ve tried things. Some of them helped, for a while. But there’s a version of stress that good habits and better boundaries only partially touch.
That’s usually a sign the full picture hasn’t been looked at yet: how you’re responding to the world around you, and what that world and your interactions with others keep generating. And where.
That’s a different starting point. It changes what you do about it.
Stress concentrates in specific places.
The 7C Model maps where.
Your energy, your clarity, your relationships, your sense of control: strain in one spills into the others. And when several are stretched at once, the stress pattern gets harder to read from inside it.
The 7C Stress-Resilience Model maps that pattern across seven domains: where strain is concentrated, where resilience already exists, and where the interaction between who you are and what you’re inside of is generating pressure.
Once the pattern is visible, the source becomes addressable.
Explore the 7C Model
Pick Your Starting Point
Choose by what you need right now: to understand the pattern, to track it, or help working through it.
I want to understand the model before I do anything with it.
Explore the Model
Start with the 7C Model page. It breaks down each domain, what strain looks like across them, and how they interact. Free to read, no intake form.
Explore the 7C ModelI want a structured way to see what keeps coming up.
The InnerWork Journal
A daily framework for tracking stressors across three dimensions, with assessments at the start and end so you can see what’s shifted and what’s still asking for attention.
$18.99 on Amazon
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I can see the stress patterns. I need help moving through them.
1:1 Coaching
Grounded in the 7C framework. Six or ten weeks depending on what you’re working with. The goal is clarity on what’s driving the pattern, and the capacity to move through it differently.
Inquire About CoachingWhere This Connects
Some of what you’re navigating may have structural roots: how your work is designed, how your organization handles change, what your context is asking you to absorb without naming it. And the way you and the people around you adapt to those structures keeps shaping them in turn.
If you lead people, or want to bring this to someone who does:
Explore where organizational stress and individual experience meet