The When & Why of Coaching | Performing under pressure

Performing under pressure

Under pressure, fear of failure can lead to tunnel vision and rigidity. We become unwilling to experiment or innovate, and team members can start to stereotype each other.
‘Speeding up’ is the typical response to pressure. But motion is not the same as action. If you lack the time to reflect and think things through, you are likely to misdiagnose the problem. Your solution is likely to lack insight and to be unfit for purpose.
Blaming perpetuates a cycle of no change.
It is a cliché to say we live in a changing world, but it is also a reality. Every business era has its own myths and one of the more damaging ones of the current era is that things change so fast we have to run to keep up. This can lead to a kind of permanent motion without thought.

Performing under Pressure > Desirable outcomes

Numerical targets are ends not means. They neither define a course of action nor provide direction. The need is to work back from targets to outcomes you can create.
This needs time out for full development and exploration of options, using all your abilities and insights, not just speed of reaction.
A team under pressure needs to work in an atmosphere of trust in which obstacles to good working relationships can be discussed and resolved. Roles and expectations need to be explicit, not implicit.
Working in a team under pressure can be one of the best of times or one of the worst. You need to surmount the feeling of being trapped by circumstances: generally people can create far more time and more choices than they believe.

Logic Link: << Programmes for teams >>