How to read your risk barometer (for better decision-making under pressure) 

What the science says

Research provides a fascinating leadership insight: stress significantly affects how we assess risk and make decisions, and pressure leads to less advantageous, reward-seeking choices. The effect varies considerably depending on the individual and the context. Some of us respond to pressure by freezing and overanalyzing. Others among us become action heroes, making snap decisions we’d never make on a tranquil Tuesday. Still others defer to the loudest voice in the room.

Try this targeted diagnostic

First, recall a work situation where you felt clear-headed and assessed risks effectively – maybe a project decision, a hiring call, or a strategic pivot. What made your thinking sharp?

Now, recall three professional situations directly relevant to your role where pressure caused you to assess risk differently than you normally would. For example:

• That quarterly review where you pushed the product launch back (again).
• The leadership meeting where you greenlit something without your usual due diligence.
• When you hired the “safe” candidate despite your gut feelings.

Next, look for the pattern. In high-pressure professional moments, do you tend to:

• Overestimate risks: Waiting for more data, choosing the conservative option, deferring to others.
• Underestimate risks: Jumping to conclusions, being overly optimistic, rushing to action.

Finally, be honest with yourself. Is your pressure-induced tendency serving you well in the decisions that define your leadership? We all behave differently in different situations – being appropriately bold in familiar territory but overly cautious when on unfamiliar ground. That’s normal. What matters is recognizing your pattern in high-stakes situations.

How to train your risk muscle

Once you identify your tendency, it’s practice time. The goal isn’t perfection – it’s building awareness and practicing small adjustments in situations that mirror your real challenges.

Too cautious under pressure? Practice measured risk-taking:

In everyday life

• Order an unfamiliar dish from the menu.
• Take a different route to work.
• Travel solo to a place you’ve never been.

In your professional world

• Speak up first in the next leadership meeting with an idea that’s 80% formed.
• Delegate a high-visibility task you’d normally handle yourself.
• Make a decision with “good enough” data instead of waiting for perfect information.

Trigger-happy tendencies? Build in intentional pauses:

In everyday life

• Sleep on that snarky text before pressing “send.”
• Count to 10 before reacting to an annoying situation.
• Put off until tomorrow something you’d normally do today.

In your professional world

• Take a five-minute walk before responding to an urgent request.
• Ask a few clarifying questions before greenlighting the “obvious” solution.
• Write down three potential downsides before agreeing to new initiatives.

Your challenge

This week, identify your pressure-induced risk pattern in one professional context that matters right now. Notice it. Name it. Then practice one small adjustment. Remember: to be a good leader, you need to make good calls consistently – not just when everything’s hunky-dory.