Pressure is a term we toss around like confetti in conversations about deadlines, decisions, and dilemmas. But what if I told you that the way we’ve been taught to think about pressure is completely wrong? What if I told you that pressure is not inevitable, that there is no such thing as a “pressure situation,” and that performing our best while experiencing pressure is impossible?
Let's start here: Pressure Exists in the Mind, Not in the Moment.
Imagine two sales executives delivering the same pitch to a high-stakes client. One obsesses over the potential outcome, “What if I mess up? What if they say no?”—and feels paralyzed by pressure. The other focuses on their preparation, the key points they need to communicate, and the next sentence they’ll deliver. Same pitch, same stakes—one feels overwhelmed, the other in control.
The key difference? Focus. Pressure manifests when we fixate on potential outcomes—especially the negative ones. When we imagine the stakes and magnify the risks, suddenly, the moment feels like a mountain we’re ill-equipped to climb. But when we refocus our attention on immediate, actionable steps—the things we can control—pressure dissolves.
I speak from experience when I talk about pressure. As a stuntman, I’ve faced undeniably high-stakes moments—being hit by cars, set on fire, thrown down stairs, and launched by ratchets. But those situations weren’t inherently high-pressure. Any pressure I’ve ever felt came from my own thoughts. I created it myself by thinking about the ramifications of failure. I’ve built a career performing at a high level because I’ve learned to eliminate pressure by focusing on the moment, not the stories my mind might create about the outcome.
By being present, I removed the illusion of pressure.
And, that same dynamic is true in every other high-stakes environment. When I worked with soldiers in the Army, I noticed a clear pattern: those who fixated on the importance of the mission or the possible consequences of failure often struggled under the weight of pressure. In contrast, soldiers who focused on the immediate—one action, one decision at a time—learned faster and performed not only better but more consistently. The stakes were the same, but their attention and perception determined whether they felt pressure or not.
So, how do we dispel this illusion of pressure?
Shift Your Perspective. See challenges not as threats but as opportunities to grow, adapt, and excel. When you make that mental shift—from fearing failure to embracing growth—pressure begins to dissipate. However, even when thinking about good consequences, we’re still thinking about consequences…imaginary future possibilities. As a result, at least some pressure is not only possible but probable. The present moment is the only place where the illusion of pressure completely disappears.
Challenge the Myths. Pressure isn’t inevitable, and it’s not something you need to perform well. Pressure is not an external force beyond your control. Pressure is created by how and where we focus our attention. If we focus on imagined outcomes, we feel pressure. If we focus on controllable, actionable steps in the present, we don’t.
Anchor to the Present. Practice mindfulness to train your brain to stay in the here and now. Instead of letting your mind spiral into what could go wrong (or right), direct your attention to all of the things you can do in this moment to set conditions for success.
Anybody who’s experienced it knows that pressure is real, but it’s a creation of the mind. It’s a function of how we choose to view our circumstances. So, the good news is that we have the power to eliminate it.
When to Use STEP
STEP is a brief leadership conversation used when a high-stakes moment is approaching or when someone’s attention begins shifting from execution toward imagined consequences. A manager might use it before an important presentation, during a difficult project, or whenever language such as “I have to get this right” reveals that psychological weight is building.
S: State the stakes once. Name the real consequences honestly without dramatizing them or repeatedly using them as motivation.
T: Trace the “I have to.” Ask, “If you don’t, what do you believe will happen?” The answer reveals the imagined consequence carrying the weight.
E: Establish execution. Clarify what good execution looks like, identify the first decision or action, and direct attention toward the cues that matter now.
P: Provide resources. Determine what information, preparation, authority, support, or feedback the person needs, and make clear where the leader can help.
A STEP conversation might sound like this: “Here is what is at stake. What do you believe will happen if this does not go well? Here is what good execution looks like. Here is the first decision we need to make, and here is where I can help.”
This does not minimize the consequences. It puts them in their proper place so the employee can focus on the actions that may influence them.
High-stakes work is unavoidable. Pressure is not.
The next time pressure starts to creep in, pause, refocus, and remind yourself: Pressure Exists in the Mind, Not in the Moment.
Dr. Brian Hite, a renowned performance psychologist, coach, and Hollywood stuntman, helps individuals and organizations redefine their relationship with pressure. Drawing on over 30 years of experience in high-stakes environments, he empowers clients to dismantle the illusion of pressure, unlock clarity, and achieve peak performance. As the creator of the PressureX program and author of Begin Again: Utilize the Wisdom of Eastern and Western Ideologies to Achieve Your Full Potential, Dr. Hite is currently working on his next book, Flow Under Fire: A Stuntman’s Guide to Pressure.
