The Person Who Shows Up Under Pressure
- Brainz Magazine
- 5 days ago
- 5 min read
Written by Shery Saeed, Executive Coach & CEO Advisor
Shery Saeed is a transformational executive coach and trusted advisor to bold CEOs, visionary founders, and culture-shaping leaders. With over 25 years of experience navigating high-stakes leadership moments, she blends strategic rigor with deep psychological insight to help clients lead with clarity, scale with conviction, and evolve with purpose.
There’s a moment every leader knows. Your chest tightens. Your mind races. And you watch yourself become someone you don’t want to be. You say the thing you promised you wouldn’t say. You make the decision you know isn’t right. You lead in a way that contradicts everything you believe about leadership.
Afterward, you sit there thinking I knew better. Why couldn’t I be different in that moment?
If you’ve ever felt that gap between who you know you need to be and who shows up under pressure, this story will show you why it happens and what to do about it.
When everything falls apart
The morning of the San Francisco earthquake, I woke up in my apartment, as I did every day. By afternoon, my building had shifted into the middle of the street, and a deep fracture had split through the neighborhood. Everything I owned, everything familiar, was gone.
Standing there in the wreckage, a strange clarity hit me. I can’t go back to who I was before this.
Not because I didn’t want to. But because that version of me no longer had a world to live in. The apartment was gone. The routines were gone. The certainty was gone.
I chose New York. I chose business school. I chose to start over completely.
I didn’t know it then, but that moment became my blueprint for understanding transformation not as an idea or a strategy, but as a lived reality. The moment when you can’t be who you were anymore and must become someone new.
Brilliant leaders, stuck in old patterns under pressure
Years later, I was leading major organizational transformations at American Express, Bear Stearns, large-scale change with real money, real people, real stakes. The strategies were sound. The numbers worked. Boards were satisfied.
But something kept nagging at me. I watched brilliant executives credentialed, committed, intelligent, understand exactly what the future required. Then, under pressure, revert to old patterns. Control. Avoidance. Over-functioning. Anxiety masked as intensity.
They weren’t failing to understand the change. They were failing to be the leaders the change required.
We were asking people to execute a future strategy while still living in a past identity. We changed everything around them, but not them. That’s why it was such a struggle.
The call I’ll never forget
After I started my own practice, a CEO I’ll call Marcus reached out. Smart. Trusted by his board. Clear vision.
He was also unraveling. “I know what I should do,” he told me. “Collaborative leadership. Emotional intelligence. Trust. I’ve read all the books. I get it intellectually. But when the pressure’s on, it’s like another version of me takes over. I just watch myself do the exact things I know don’t work.”
This wasn’t a strategy problem. It was an operating system problem.
Marcus wasn’t lacking insight. He couldn’t access a different version of himself in the moments that mattered most. The gap wasn’t knowledge, it was his nervous system.
And suddenly, I recognized something familiar, the same truth the earthquake had taught me years earlier. You can’t create your future from your past self.
What actually changes a leader
I became obsessed with one question: How do you help someone become different?
Not learn new tools. Not manage their behavior better. But become the version of themselves who naturally respond the way the moment requires without effort, without force.
Over years of study and coaching hundreds of leaders, I started to see the pattern beneath the pattern.
Every leader operates from an internal architecture, an identity-level operating system shaped by survival, emotional conditioning, and meaning-making. Most of us run software written for earlier life stages:
The version that learned to control everything because chaos felt dangerous.
The version that avoided conflict because confrontation felt threatening.
The version that confused worth with productivity because stillness was never safe.
That software worked. It got you here. But it isn’t designed for where you need to go.
This is the core of my message: leadership transformation comes from upgrading your Identity Operating System™, the internal architecture that makes the leader you need to be your default, not just a performance.
Transformation is not trying harder
Here’s the truth I learned from the earthquake, from decades of transformation work, from sitting with leaders at their most exposed, "Transformation isn’t about trying harder. It’s about becoming different."
Not new skills. A new operating system. Not managing your old self better. Becoming your future self now.
When Marcus and I worked together, we didn’t focus on collaboration tactics. We focused on identity on becoming the leader for whom collaboration was no longer effortful, but natural. As his nervous system changed, so did his leadership.
Three months in, his team said, “Something’s different.” Six months later, his board noticed. A year later, his company transformed not because he learned more, but because he changed.
I have seen this repeatedly. The founder who couldn’t scale herself didn’t need more CEO training, she needed an identity shift from scrappy creator to strategic executive.
The healthcare leader hijacked by anxiety didn’t need better stress tools, she needed to experience challenge as a puzzle, not a threat. When the internal system changes, everything else accelerates.
The moment you’re in right now
Every leader I work with is standing in their own version of that earthquake moment, not because disaster struck, but because they’ve outgrown themselves.
Who they are cannot take them where they need to go. And some part of them knows it.
The gap you feel between knowing and being isn’t a flaw. It’s not a lack of discipline or effort. It signals you’re ready to evolve.
The question isn’t whether transformation is possible. The question is whether you’re willing to stop being who you’ve been.
Because this much I know for sure. You already know what kind of leader you need to be. The work isn’t learning more about that person. The work is becoming that person now.
Your future self isn’t waiting for you to achieve something or fix something. Your future self is waiting to become the future you.
And that can start today.
Read more from Shery Saeed
Shery Saeed, Executive Coach & CEO Advisor
Shery Saeed is a transformational executive coach and trusted advisor to high-performing CEOs, founders, and cultural change-makers. With over 25 years of experience across industries and economic cycles, she helps bold leaders navigate uncertainty, scale with precision, and evolve their leadership identity to meet the moment. Her work fuses strategic rigor with deep psychological insight, unlocking the internal shifts required to lead powerfully in a world defined by constant change.
