[Published: October 2020; Updated February 2025]
The concept of “pressure” is frequently discussed in leadership circles, but it’s important to understand that pressure is a broad term that can manifest in many forms. Developing the ability to lead under pressure is crucial for emerging leaders who wish to be effective. However, recognising the type of pressure you’re facing is equally important—not only to avoid burnout but also to ensure you don’t make rash decisions in an attempt to rise to the occasion.
Understanding Different Types of Pressure
“We’ve been trained to think of pressure as the enemy, the unfair burden that holds us down…Pressure is nothing more than the shadow of a great opportunity.” – Michael Johnson, Slaying the Dragon
Pressure can be broadly categorised into two types: eustress and distress.
Eustress is a positive response to a stressor. It encourages us to engage more deeply, focus, and elevate our performance. When we experience eustress, we often adapt effectively, and a sense of fulfilment follows. This type of pressure is necessary for growth and shouldn’t be avoided.
- Distress, on the other hand, is an unhealthy response. We perceive the challenges as overwhelming—either too large or too numerous—and feel ill-equipped to handle them. As a result, we may resort to coping mechanisms such as over-analysing the situation, blaming others, or rushing into action without considering the consequences.
Through coaching and introspection, we can gradually shift our mindset and reduce distress. However, in the short term, how can we maintain eustress at an optimal level while minimising distress and its potentially destructive effects?
People management under pressure
“Intensity clarifies. It creates not only momentum, but also the pressure you need to feel either friction, or fulfilment.” – Marcus Buckingham
Joshua Margolis and Paul Stoltz, in their Harvard Business Review article How to Bounce Back from Adversity, highlight the importance of moving quickly from analysing the cause of a challenge to devising a plan to move forward. Resilient individuals can shift from fixating on the problem to taking actionable steps.
However, in Adaptive Leadership, Ron Heifetz warns that stress can sometimes create a false sense of urgency, leading to hasty decisions. He explains, “You may have been there before. You know how to rise to the occasion. Even if you do not have the foggiest idea of what to do, you have a strong incentive to give in to others’ demands: ‘Do something!’”
Ultimately, there is no one-size-fits-all approach to responding to pressure. Leaders who typically reflect before acting might benefit from quicker decision-making, while those who tend to act impulsively might need to pause and reflect more often. The key is to avoid seeing yourself as the sole saviour of the situation. You may feel pressured to act immediately, fearing the expectations of others, or you might take rash action without consulting those around you.
Looking to support your leaders in times of pressure? Speak to the team at TPC Leadership about our programmes.
