This case study illustrates the central idea in this week’s newsletter, “Are Leaders Creating the Pressure They Expect Employees to Handle?”
RESPONSE 1
On Monday, Marcus told Priya:
Marcus: “This is the first time people analytics has presented to the executive committee. If the presentation goes well, the executive team will finally see the value of this work—and what you’re capable of. This could open some doors for you.”
On Wednesday, Marcus added:
Marcus: “Big day tomorrow. Everyone will be watching.”
Marcus wanted more effort. Priya delivered more effort. Priya replaced a clear 10-slide presentation with 24 slides, added technical detail irrelevant to the decision, and rehearsed until 1:00 a.m.
More effort did not produce better preparation. Concern about recognition, approval, and future opportunities began replacing Priya’s professional judgment about what the executive committee needed.
RESPONSE 2
In a different version of Monday’s conversation, Marcus said:
Marcus: “If the executive committee approves the staffing model, the distribution centers could reduce overtime, cover shifts more consistently, and give employees more predictable schedules. What can we do between now and Thursday to give the presentation the best chance of going well?”
Priya: “I’ll finish the deck Tuesday and rehearse Wednesday afternoon. Then I’m leaving the deck alone. Wednesday evening, I’ll exercise, have dinner with friends, and get a full night’s sleep.”
Marcus: “That sounds smart. How can I help? Is there anything I can clear out of the way?”
Priya: “The latest overtime numbers from Finance would strengthen the recommendation. Moving Wednesday’s vendor call would give me uninterrupted time to rehearse.”
Marcus: “I’ll get the numbers and move the call. I’m also available Wednesday afternoon if you want someone to challenge the recommendation.”
Response 2 follows STEP:
S: State the stakes once.
T: Turn attention toward execution.
E: Encourage ownership.
P: Provide resources.
Marcus cannot create pressure inside Priya or control Priya’s interpretation. But Marcus can influence what Priya pays attention to. Response 1 keeps executive approval, career opportunities, and the possibility of disappointing the executive team at the center of Priya’s attention. Response 2 directs attention toward finishing the deck, rehearsing, protecting energy, verifying the numbers, and clearing time to prepare.
Priya is motivated in both responses. The difference is what organizes Priya’s motivation.
When leaders increase motivation, where does the added effort go?
I help leaders and high-performing individuals eliminate pressure, reduce stress, prevent burnout, sustain motivation, and build cultures where teams perform at their best when it matters most. Mention this LinkedIn series when you schedule a free 60-minute session to discuss your organization’s challenges and how we could work together.
