“Never make a decision when you need to pee.” – Leonard Cohen
It’s a joke I often use as a Leadership Speaker before my presentations. I tell the audience to feel free to use the restroom because, as I see it, “If you have to pee, you aren’t listening to me.” But beneath the humor lies a profound truth about high-stakes decision-making in Executive Leadership.
The science is clear: when your body is in a state of physical discomfort, your brain’s resources are hijacked. Your cognitive focus narrows to the immediate need—the discomfort—leaving less capacity for the rational, complex thought required to make a good decision. A decision made under this kind of stress is rarely a good one.
This principle is even more critical when a leader is angry. Anger is a powerful physiological alarm. It activates the “fight or flight” response, flooding your system with adrenaline and cortisol. This intense state diverts blood flow and resources from the rational prefrontal cortex to the reactive amygdala. Your brain is not built for calm, objective decision-making when it’s preparing for a perceived threat.
Just as a full bladder makes you want to get to the restroom now, anger makes you want to resolve the threat now. This impulsivity can lead to alienating your team, damaging your credibility, and cultivating an environment of fear—the opposite of effective Leadership Development.
To counter this knee-jerk reaction, a leader must master emotional regulation. This isn’t about suppressing feelings; it’s about creating space for clear thought.
1. Recognize the Trigger: Practice self-awareness to identify when anger or pressure is rising. 2. The 90-Second Rule: Call a timeout. It takes roughly 90 seconds for the adrenaline created by anger to dissipate. Step away, take a deep breath, and slowly count to 90. This small act of disengagement allows your rational mind to regain control.
Effective leadership isn’t about making the fastest decision; it’s about making the best one. And the best decisions rarely emerge from a state of emotional arousal. As I discuss in my talks on the Future of Work and Resilience, emotional regulation is not a sign of weakness, but a pillar of strong leadership. It’s an act of self-awareness that leads to clearer thinking, better decisions, and a more resilient organization.
If you’re looking to build this kind of leadership foundation at your next Business Conference or Corporate Event, connect with me and the team at TCAASpeakerBureau.
I could be wrong, but I’m not.
What’s your go-to technique for making a decision under pressure? Share your insights below!