Performing Under Pressure

A fire erupted when Jim Prokopanko worked as a mid-level manager at the Cargill fertilizer storage facility in Maysville, KY. Just as the story was broadcasted on CNN, Prokopanko received a call for Cargill’s CEO.

“Are you aware of the fire?” asked his CEO. “I need you to go down to Kentucky. I need you to take care of the people and the reputation of the company.”

Prolopanko instantly found himself responsible for the 2,500 residents who were being evacuated from the area and the reputation of Cargill, an organization founded in 1865.

There was a moment of panic. He knew the chemicals in the storage facility could include ammonium nitrate which, if ignited, could cause an explosion. He also knew there were other chemicals that would require managing if the pressure situation resolved successfully: his brain chemicals.

To perform under pressure in any domain, there is a need to enter a fear-based situation and take action. The neurochemical profile of leaders who are better able to do this typically have high testosterone and low cortisol, both of which can be altered with training.

Re­search has found that testosterone crucially helps leaders take risks that are normally constrained by fear. It does this by acting on the amygdala (the emotional part of the brain that codes for fear), dampening down the fear response and increasing access to cognitive resources to think more clearly.

Testosterone can predict which chess player will play better under pressure, as well as the performance of elite surgeons. In each case, these performers need to be able to take the necessary risks to be effective even when they feel a level of fear. The research points out that testosterone does not lead to taking “stupid risks,” rather testosterone keeps emotions from interfering with our cognitive processing, allow­ing a leader to think and behave more, not less, rationally. While its true women have 7-8 times less testosterone than men, it is irrelevant as it is the relative amount of testosterone in the body compared to other chemicals that matters, not the absolute amount.

At the same time, individuals who perform better under pres­sure also have low cortisol, meaning they are less anxious when it comes to managing pressure. They are able to stay the course even when things aren’t going smoothly and are better able to be non-de­fensive when getting feedback.

A leader’s brain is constantly fluctuating in its neurochemical levels and these hormones affect their levels of confidence and the type of behavior they choose to engage in, especially when it comes to pressure situations. What most people miss is that they have a choice in their neurochemistry — they do not need to leave it to chance. There are a number of small things leaders can do prior to entering a high-pressure moment that will increase testosterone and decrease cortisol (successfully used with Olympic athletes and leaders from organizations as diverse as the US Navy and Intel).

Prior to a pressure situation, stand in an ‘open and expansive’ body position (shoulders back, head up, standing or sitting tall) for 90 seconds and visualize yourself at your best. To do this, think back to a time when you have performed well under pressure. Picture yourself thinking clearly, connecting deeply and being decisive while standing in this ‘power pose.’ Researchers from Harvard have found that when people are trained to do this, testosterone increases by 30 percent and cortisol decreases by about the same amount.

Here are a few additional strategies to help manage high-pressure situations:

Expect the unexpected: This protects you from a pressure surge. When you are prepared, you are less startled by the unexpected. Instead of your heart rate zooming and your actions becoming impulsive, you are able to maintain your composure and continue your task to the best of your capability.See the situation as a challenge not a crisis: When you do, your brain operates differently and you are better able to think, access memory and be at ease – even in high-pressure moments.Ten minutes before pressure, write! Research has found that when you write you’re your worries and thoughts prior to a performance, you free up working memory and are better able to think clearly.So how did Prokopanko manage his pressure moment?

“I realized it's not the event that causes pressure — you cause it in yourself,” said Prokopanko. “It's your physical and mental reaction to the situation. The key was to put our team in a good place to make good decisions, and that started with me.”

Prokopanko managed his brain first and was able to help his team make effective decisions under pressure. By all accounts, they succeeded.

You have a choice in building your capacity to manage pressure. If you can take charge of your neurochemistry, you will be able to think clearly, manage more effectively and perform closer to your capacity in the moments that matters most.

Dr. JP Pawliw-Fry, an internationally renowned expert, trainer, and speaker at the Institute for Health and Human Potential (IHHP).

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