Why Leaders Are Living in Extremes
- 1 day ago
- 6 min read
Written by Victoria Miles, Executive Leadership Coach
Victoria Miles is an Executive Leadership Coach and the founder of The Clarity Club. She supports leaders and founders operating under sustained pressure to lead with clarity, intention, and within their capacity, using a thinking-partner approach to support sustainable, intentional leadership.
Pressure has always lived inside leadership. Most leaders accept it as the price of responsibility. But a pattern I’m seeing more often is that the shape of pressure has changed. Not abruptly or dramatically, but gradually enough that many leaders only notice it in hindsight.
What once felt like periods of intensity now feels more like a continuous backdrop. And when pressure stops being something that comes and goes, leaders often find their way of operating becomes narrower. ‘On’ becomes the default setting. Genuine ‘off-time’ becomes harder to access. And the middle ground, the space where clarity, perspective, and presence usually live, begins to erode.
This article explores that quiet shift, one that shapes leadership far more than most people talk about.
Pressure has always been there, it’s the shape that’s changed
Pressure itself isn’t the problem. In healthy doses, it sharpens focus, drives motivation, and helps leaders meet complex demands. Most leaders operate well under pressure, it’s part of why they’re trusted with responsibility. But even healthy pressure has a tipping point. When it accumulates faster than it can be processed, the pressure performance curve begins to turn downward, and what was once motivating becomes depleting.
The pressure performance curve below illustrates how pressure shapes a leader’s internal state and their capacity to perform.
What seems to be shifting is not the existence of pressure, but how it accumulates.
Responsibilities expand, often without anything being formally reassigned or removed from the plate.
Expectations stretch, from the organisation, from the role, and from the leader’s own internal standards.
Technology removes natural stopping points, extending a leader’s sense of responsibility.
Teams begin relying on them in unspoken ways, increasing the emotional and cognitive load.
It seldom feels dramatic in the moment. More often, leaders have described it to me as:
“I feel constantly switched on, even when I’m technically off.”
“It’s everything becoming a priority at once.”
“My role keeps expanding, but nothing ever comes off my plate.”
These aren’t signs of inability. They’re signs of capacity being stretched quietly over time. The sprint gradually becomes the baseline.
How ‘always on’ becomes the default
Once pressure has reshaped the outer demands of the role, it begins to influence the internal experience of leadership. Not overnight, but through accumulation.
Small, repeated adjustments start to harden into a new normal:
Pace increases.
The organisation becomes more reliant on them.
Internal standards rise in response.
Boundaries soften in service of keeping things moving.
Resilience builds through adaptation, gradually normalising the load.
Work thoughts follow them during rest, uninvited.
When leaders talk about what it feels like from the inside, they often say it shows up as:
“Being mentally available even when I’m physically away.”
“Holding everything in my head, even on weekends.”
“Physically present, but not really there.”
“Resting without feeling restored.”
It’s not dramatic, and that subtlety is exactly why it’s easy to absorb, adapt to, and ultimately normalise. This is how ‘always on’ embeds itself. Not through big moments, but through gradual accumulation that quietly becomes the norm.
The gradual loss of the middle ground
What I often see is that as this level of pressure becomes a constant background, leaders unconsciously slip into binary ways of operating:
On: driving momentum, responding, absorbing, holding everything together
Off: exhausted, depleted, disengaged, recovering
The middle ground, where intentional leadership, creativity, reflection, and meaningful presence usually live, begins to thin out. Not because leaders don’t value that space, but because under sustained high pressure, there’s little capacity for anything beyond what’s immediately required.
When the middle ground disappears, leaders move between two extremes, high-output activation and depleted recovery.
There’s little capacity left for anything else: connection beyond the role, spacious thought, rest that restores, or the internal recalibration that keeps leadership human.
Early markers often appear quietly. Thinking narrows, decisions feel heavier, emotional intensity increases, mental space reduces. These are not signs of inability, they are signs of accumulated pressure shifting leaders into extreme operating modes.
This narrowing rarely announces itself. It’s gradual, which is why it often goes unnoticed until much later.
Why leaders continue to push past their reserves
When exploring this with leaders, I have observed a few themes tend to surface:
Performance continues, so nothing signals the need to pause.
They’re central to so much, and relied upon by so many, that stepping back can feel destabilising, or like they’re not doing enough.
Work culture rewards endurance more often than sustainability.
Leaders absorb pressure to protect others, often without realising it.
Self-expectations rise subtly, driven by commitment and competence.
Amid all of this, there is rarely space to examine how they are carrying leadership. Only what needs to be delivered next.
None of these factors are extreme on their own. But together, they create long stretches of leadership lived outside one’s natural capacity.
What slowly falls away when living in extremes
What diminishes isn’t capability or competence. Leaders often perform well, even in narrow modes. What reduces is their internal spaciousness.
They often speak to me about losing:
Perspective.
Creativity.
Emotional presence.
Connection beyond their role.
Interests outside their role.
Time for unstructured thought.
Space to think, rather than react.
It can feel like constantly holding everything together, while becoming increasingly detached from themselves.
What remains is a more one-dimensional version of themselves, shaped slowly over time.
Eventually, leadership becomes something you do, rather than something you live within a full and human context. Narrowing into an identity, instead of remaining a role.
The hidden shape of pressure
It’s rarely pressure alone that creates strain. More often, it’s the accumulation, the way pressure expands until it occupies all the available space around it.
When that happens, leaders often find themselves living in an operating mode they never consciously chose. It forms around them, shaped by expectation, pace, and a work culture that quietly rewards endurance over sustainability. And in the effort to stay at the top of their game, many feel they must keep up, absorb more, and cope with whatever is asked, believing this is simply what the role requires.
It’s about giving language to an experience many leaders feel, but rarely articulate.
Awareness doesn’t resolve everything. But it often restores something leaders didn’t realise they’d lost, and that is choice. And choice is the starting point for recalibration. It’s the moment capacity begins to return.
Leaders aren’t failing to cope. They’re often coping continuously, just without the recalibration that keeps leadership sustainable.
And for leaders who have been living between extremes, activation and recovery, doing and restoring, it is this moment of awareness that is often the first reconnection to the middle ground they’ve been missing.
From here, a leader can begin to take leadership of themselves. Consciously, instead of being swept along by the pace that surrounds them.
A question that matters
Rather than asking, “How do I cope better?” A more insightful question might be, “How has pressure shaped my leadership, and how has it shaped me?”
Awareness is the moment operating on autopilot stops, and the point where recalibration begins.
Before you go
If any part of this resonated, it may be insightful to consider how pressure is currently moving through your leadership, and whether it has been a while since you last recalibrated.
I work with leaders to help them restore clarity, reconnect to their middle ground, and lead with greater intention as they rediscover a way of moving through their life and work that feels connected to themselves again.
If you’re drawn to explore this further, you can read more about my work at The Clarity Club, or contact me if a Leadership Recalibration conversation feels relevant at this point in your leadership.
Follow me on Instagram for more info!
Read more from Victoria Miles
Victoria Miles, Executive Leadership Coach
Victoria Miles is an Executive Leadership Coach and the founder of The Clarity Club. She works with leaders and founders operating under sustained pressure, supporting them to lead with clarity, intention, and within their capacity. Her work is shaped by over 15 years spent working alongside senior executives in high-pressure environments, giving her deep insight into how responsibility and pressure accumulate over time. Through a thinking-partner approach, Victoria creates space for leaders to observe their thinking, recalibrate, and lead more consciously in complex environments. Her writing explores clarity as a leadership capability and the importance of sustainable, intentional leadership.
