How You Handle Pressure: Unmasking Your Stress Response
Discover Your Automatic Stress Reactions and Gain the Power to Choose Differently

TLDR:
Your brain creates neural shortcuts for handling stress based on past experiences (among other things)
Operating on autopilot disconnects you from your values and wisdom when you need them most
Default mechanisms provide immediate relief but can create downstream consequences
Recognizing your specific patterns is the first step toward breaking free from automatic reactions
Awareness practices create space to respond from your whole self rather than conditioned habits
Welcome to Day 2
When pressure mounts, most leaders don’t consciously decide how to respond – they default to ingrained coping mechanisms that activate automatically. These stress responses developed over your lifetime, shaped by your experiences, personality, and what worked (or seemed to work) in the past.
Today, on Day 2 of the Managing Stress Challenge, we’ll shine a light on these automatic patterns – because awareness is the first step toward choice.
As a reminder, here’s what’s coming up in this challenge:
Day 2: Acknowledge Your Default Coping Mechanisms (You Are Here)
Day 3: Notice the Stories You Tell Yourself
Day 4: Clarify What’s in Your Control
Day 5: Notice How You Recover (or Don’t)
The Autopilot Problem
When we encounter stress repeatedly, our brain creates neural shortcuts – automatic response patterns that don’t require conscious thought. This is why, as a leader facing deadline pressure, you might immediately start micromanaging or working extra hours without even making a deliberate decision to do so.
These patterns often begin forming in childhood. Perhaps you learned that working harder earned approval from demanding parents, or that withdrawing prevented conflict in a chaotic household. By adolescence and early adulthood, these responses became more refined as you navigated school pressure, early career challenges, and relationship stress.
Today, you likely don’t even notice them playing out at work.
While everyone’s stress response is unique, five patterns appear frequently among leaders:
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