Here's how you can navigate high-pressure situations and make sound decisions as an executive.

First, let the pressure not show in our emotions. By yelling or panicking, we only do the same to those around us. Take a deep breath, in a piece of paper*, write down what is the end goal and what it takes to get there. Break that down into what is what is controllable, non-controllable, have timelines to each, delegate with clarity and follow-up till closure. Communicate efforts and anticipated results to stakeholders - manage expectations. *Dhoni does not take a paper and pen when he is in the middle to score 12 off 6. Often the paper and pen are in our mind and its upto us how we chalk out the plan. (And not everyone can be #Dhoni as well)

Begin by assessing the situation objectively, gathering relevant information to understand the scope and implications of the decision. Utilize critical thinking skills to evaluate available options and their potential outcomes, considering both short term and long term implications. Finally, trust your judgment, draw upon past experiences, and seek input from trusted advisors to make informed and confident decisions under pressure.

Executives have a lot on their shoulders, and I enjoy seeing how neuroscience-based activities can benefit their leadership style. In high-pressure situations, breathing exercises can be particularly helpful. Controlled breathing increases activity in the prefrontal cortex, enhancing decision-making, emotional regulation, and executive functions, which helps manage stress better. Deep breathing also reduces activity in the amygdala, which processes fear and emotional reactions. This reduction diminishes the intensity of the stress response, promoting a sense of calm and safety. Try the "4-7-8 Breathing Exercise": Inhale for 4 seconds, hold for 7 seconds, and exhale for 8 seconds. This technique promotes deep relaxation.

Separating ourselves from our emotions during high-stakes crises ensures that we are performing at our highest level, and leads to the best possible outcomes for everyone involved.

As an executive I have to be positive always about my job. * pressure handling is a part of job. * I have to do my duties properly * If sometimes, I have to help my coworkers . * I have to try to contribute others to extra effort

Personally, I handle high-pressure situations by conducting an excellent analysis of parameters. Ask yourselves these questions: Who, when, where, how, and what? This should give you an objective understanding of what is happening. This way, we can develop an action plan focused on the solution.

Dividing several factors into 2 groups: Low Impacts (1) and High Impacts (2) is useful. Step 1: Group 2 needs to be our primary focus. These issues need to be resolved before they overtake control of everything and have an effect on others. Step 2: Of the factors in group two, let's define which ones you need to involve other stakeholders in, and which ones can you handle on your own. Step 3: Begin by making use of the resources you already have, and then prepare in advance for when to approach people for help (since it may take longer).

En el día a día este es el reto para la mayoría de ejecutivos, saber priorizar entre lo urgente y lo importante. Valora el aquí y ahora, que es lo vital para que nuestra organización pueda acercarse a la meta el día de hoy.

Por lo general suelo darle un nivel de prioridad a cada una de las acciones que se deben ejecutar teniendo en cuenta la consecuencia que genera la misma, de esta manera busco dar la solucion en el tiempo que se requiere, cumpliendo en oreden y a cabalidad cada de las situaciones.

Time is often of the essence, so you need to evaluate the situation swiftly. Identify the key factors that require immediate attention and those that can wait. This quick assessment allows you to prioritize effectively and ensures that you're addressing the most critical issues first. By doing so, you can prevent the problem from escalating and lay the groundwork for a more detailed analysis.

Staying objective is important especially if you are in a senior role. Personal opinions and emotions can often exacerbate the situation and add on the the pressure; worsening the overall judgements. Keeping a cool mind is one thing - having all (if not most) of the facts, makes it better to find the most optimum solution.

I’ve seen this happened quite often in my University days and I’d end up with wrong facts, due to lack of research. The best thing one can do as doing your research, interview as much people as you can, gather stats and have informed opinions about certain topics. This also shows how you have dedicated effort into knowing and being informed about the issue or topic at hand.

True, it is important to gather as much information as possible, but also to organize this information. The time line helps not only collect information, but also place it in time and be able to have a more global vision of both direct and indirect causes. Sometimes, it is difficult for us to collect hidden information that is not directly related but is equally or more important to resolve the situation.

In fraud risk management, making informed decisions is critical. Before taking any action, gather as much information as possible. Consult with experts, review relevant data, and consider all sides of the situation. This thorough approach aids in making accurate judgments and shows your team that you prioritize due diligence. While time is crucial, rushing a decision without proper facts can lead to significant errors. By valuing a comprehensive review process, you enhance the effectiveness of your fraud prevention strategies and maintain the integrity of your organization's risk management efforts.

We can't provide good advice or make good decisions without good information. A single story is dangerous. Who are the stakeholders in this situation? Gather multiple perspectives to gain a holistic understanding. We often must SLOW DOWN during this time, even when some players may imply (unnecessary) urgency for a quick decision/intervention. Avoid getting caught in the Drama Triangle (victim-persecutor-rescuer).

As an ethicist, I consider the risks, benefits, and alternatives to many potential choices. Writing these down can be helpful. I push myself to understand the consequences of each option, so my decision is an informed one.

Being objective and not letting emotions sway decision making is crucial when we think of the long term impacts of any decision made.

Estamos dialogando sobre negócios que são elaborados por pessoas, sendo assim mesmo que impopular deve-se demonstrar que será o mais acertado para todos.

Confidence is key to a successful career prospect! We often downplay confidence with someone who knows facts but in reality, if you’re an expert in something but you’re lacking confidence in announcing your knowledge then you’re facts are not going to reach the correct audience, even if it’s not perfect but your audience will always remember your courage to stand up and speak up!

Since you're prepared to make a well-informed decision, you need to stick with it, even if it isn't perfect. Perfect is the enemy of good. Make sure your team knows they can share their concerns with you, but that doesn't mean the decision will change. Clear and consistent leaders are trustworthy and honest in their communication.

It can be paralyzing to think about how members of your team will react to your decision. The fear of this could even lead you to modify your decision to land better or not upset the apple cart. Putting "Principles Before Personalities" can be incredibly helpful. I learned this wisdom from Alcoholics Anonymous when I got sober 20 years ago. I find when I use this in my own leadership decisions, I can get myself and my feelings out of the mix. Instead, I focus on the higher mission - the higher principle: What is truly best for the organization? Period. Using the highest principle as your compass makes decision making simpler and helps you deliver your well-thought-out decision with greater confidence.

El verdadero reto de los lideres muchas veces es ejecutar o llevar a la acción nuestros planes. Analiza, estructura la idea y has parte de esta acción a tu gente. Recuerda la función de Staff y coach, la gente solo está esperando ideas de su líder y que les de ese ambiente de seguridad para accionar.

I'm 57 years old man and I not an executive. My experience. Quick decision is better rather delay any matter. In Pakistan, pending properly cases in the courts is one of the reason.

High-pressure moments used to send me into a total spin. Remember that time with the big client presentation? My mind went blank, and I fumbled through slides. Not my best moment! Then, it hit me: pressure ain't the enemy, it's the teacher! Now, after a tough call, I take a breath and reflect. What went well? Maybe it was my opening joke? What could've been better? Clearer examples on that new feature, for sure! It's not about feeling bad for mistakes, it's about learning from them to be a stronger leader. Every pressure cooker becomes a lesson, making me sharper and more confident. So next time the heat's on, remember: it's not about freaking out, it's about figuring it out

In the realm of fraud risk management, every high-pressure situation offers valuable learning opportunities. As an Indian banker, it's crucial to reflect once the immediate crisis has passed. Evaluate what went well and identify areas for improvement. This reflection isn't about dwelling on mistakes but about refining future decision-making processes. By learning from each experience, you enhance your skills as a leader, becoming better equipped to handle future challenges. This continuous improvement approach ensures that your fraud prevention strategies evolve, strengthening the security and integrity of your banking operations.

Break Down Projects: Divide large projects into smaller, more manageable tasks. This creates a clearer roadmap and reduces feelings of overwhelm. Utilize project management tools to track progress. Communicate Proactively: Keep stakeholders informed about progress and potential delays. For eg. if there could be a delay in data analysis for any project due to technical issues, communicate this early on to allow for adjustments.

- Focus in the why. - Analyze the direction you will take with the decision. Think about other decisions you may have to take or be forced to take in the future after the current one. - Apply basic logic. Don't over complicate things. - Decide on your own terms. Not based on urgency, scarcity or imposed conditions by yourself or anyone else.