Most leaders don’t struggle with how they want to lead because this is something that most probably they’ve thought about. It is safe to say that this is something that they care about and will have a clear sense of the kind of leader they want to be.
But the problem comes because leadership isn’t shaped most in calm moments, the ones that have the biggest influence are the moments that that feel pressured. You know the ones....
When time is tight.
When something’s gone wrong.
When a decision needs to be made quickly.
Why?
Because in those moments something subtly shifts, just enough to shape what people experience from you. But the thing is that too often, the change had happened before you’ve really had time to think about it.
When response becomes automatic
Last month, we explored how certain patterns repeat in business and often those patterns are less about the situation itself, and more about how we respond to it.
What becomes more noticeable under pressure is how automatic those responses can be.
You might recognise things like:
• stepping in to keep things moving
• answering rather than asking
• tightening control around decisions
• smoothing things over quickly
In the moment, these responses make sense because they feel efficient, necessary and even helpful. They are our instinctual reponses to pressure that are familiar.
What happens under pressure
The thing is that when we are under pressure, that pressure has a way of narrowing our focus because there is less, space to pause or to reflect.
So what happens is that we return to what feels known, what feels most reliable in that moment, the things that give us a sense of control or security.
These automatic response are not necessarily what’s most effective, but they definitely feel practical and they are definitely personal. So that when we face pressure what we return to in terms of our behaviour aligns with how we see ourselves.
If you see yourself as someone who keeps things moving,you’ll step in.
If you see yourself as someone who maintains standards, you’ll stay close.
If you see yourself as someone who supports others, you’ll carry more.
These things happen consistently but not consciously.
The subtle shift between intention and impact
Most leaders don’t intend to create dependence, hesitation or over-reliance, however under pressure something else takes over.
What feels like:
• being efficient
• being clear
• being supportive
Shows up as:
• you reponding more quickly
• you stepping in sooner
• you saying things a little more directly
Can be experienced by your team as:
• taking over
• closing down discussion
• reducing space for others
Let me be clear here, this is most unlikely that this was what you meant, or intended, but this is the impact because of how it lands in that moment.
Noticing how you react in the moment
Noticing the version of you that shows up is a useful place to start to help you to become more conscious in how you respond in situations.
At first, rather than trying to change anything, simply just notice:
• How you respond when things feel urgent
• What you tend to do when something matters
• Where your response feels immediate rather than chosen
Taking the moment to reflect and notice helps bcecause within those moments, there’s often a pattern and within that pattern, there’s usually a version of you that shows up consistently.
Over time, these patterns affect how you react in the moment but also they can also shape the role you begin to play in your business, particularly if you find yourself becoming the one who holds everything together.
Where this leads
Understanding your responses under pressure isn’t about getting it “right”, there is nothing wrong with anyone, it is instead about recognising what feels natural to you…
So that over time, you can have more conscious choice in how you lead.
Because the way you respond in those moments of pressure doesn’t just solve the situation in front of you, it also shapes what happens next.
💬 A question to leave you with:
When things feel under pressure, what version of you tends to show up… and how does that shape what others do next?
