Some business leaders lack strategies to reduce occupational stress and increase productivity. Occupational stress can reduce productivity, damage an organization’s image, and incite a toxic work environment. Grounded in social exchange theory, the purpose of this qualitative single case study was to explore strategies leaders of a Texas based land-management service company use to decrease occupational stress and increase productivity. The participants consisted of five senior leaders with a record of reducing occupational stress and maintaining a profitable portfolio of work. Data were collected via a review of existing literature, semistructured interviews, and a review of company resources. Using Yin’s five-step data analysis approach, three themes emerged: providing direct communication, setting boundaries and expectations, and creating a trust or bond. A key recommendation to leaders, managers, and supervisors is to maintain open, transparent communications with subordinates and colleagues to create a trusting professional relationship. Implications for social change include the potential to reduce occupational stress for employees, thus making companies profitable and prosperous providing opportunities for growth and additional employment