“Pressure is a privilege” (Billie Jean King), and it represents a situation or even opportunity that you have worked hard towards, but still even with all of the hard work, it’s not easy. Whether competing in sport, music, business or otherwise, pressure is inevitable.

Two of my favourite ‘reads’ (audible listens) are James Kerr’s Legacy and Steven Bartlett’s The Diary of a CEO. Both quoted Billie Jean King – “Pressure is a privilege.” In both books, the words encapsulate the mindset that high expectations and significant challenges are not burdens, but honors. In Legacy, the New Zealand All Blacks embrace pressure as a testament to their legacy and capabilities, using it as a motivator to uphold their values and perform at their best. Similarly, in The Diary of a CEO, entrepreneurs and leaders embrace pressure to make progress and opportunity, driving them to innovate and lead effectively. Critically, success is not about avoiding pressure, but about thriving under it, recognising that the demands placed on us are evidence of our growth and potential.

A term that relates to the complexity of the world, be this sport, business or life, is a concept called VUCA – Volatility, Uncertainty, Complexity, and Ambiguity. These four elements define the challenging environment in which individuals and teams operate, requiring them to be agile, adaptive, and resilient to survive and thrive.

1. Volatility: Speed and unpredictability of change. Markets, technologies, and environments can shift rapidly, making it difficult for teams to predict and prepare for the future.

2. Uncertainty: Lack of clarity about what will happen next. In uncertain environments, outcomes are often unknown, and planning becomes more challenging.

3. Complexity: Interconnection of various factors that complicate decision-making. As global systems become more intertwined, the relationships between different elements create complexity that can be hard to manage.

4. Ambiguity: Lack of clear interpretation. Ambiguity arises when information is incomplete or contradictory, making it difficult to draw conclusions or make decisions.

A related concept to navigating VUCA is the OODA Loop, a decision-making framework developed by U.S. Air Force Colonel John Boyd.

1. Observe: This is the first step, where you gather information from the environment. It involves collecting data, understanding the context, and identifying the relevant factors that might influence the decision-making process.

2. Orient: In this stage, you analyze the information gathered and align it with your existing knowledge, experiences, and biases. Orientation is about situational awareness—understanding what the data means in the context of your environment and objectives.

3. Decide: Based on the analysis, you make a decision on the best course of action. This involves weighing the options and selecting a path forward based on the understanding you’ve developed during the observation and orientation stages.

4. Act: Finally, you implement the decision. Action involves carrying out the chosen strategy or response. Once the action is taken, the loop starts again as you observe the results, reorient based on new information, decide on the next step, and act again.

Rather than living and working in hope, VUCA acknowledges that the only certainty is chaos. To navigate such an environment for individuals and teams structures such as robust on-going research, strong purpose driven values and agile and adaptive leaderships is essential. Performing under pressure is about discipline. Moving forward towards the clearly defined vision and values, even when inevitable chaos ever remains, and progress is made.

Former CEO of Saatchi & Saatchi Kevin Roberts used a model called the 100-Day Plan, a structured approach (referred to in Legacy noted above) to keep leaders execute change. Basically, on one page note ten simple measurable goals to achieve in 100 days. Each Monday and Friday revisit, and tick off as each is achieved. Avoid pressure blocking progress.

Whether in business or sports, organisations that build strong cultures, make quick and informed decisions, and execute their strategies effectively are more likely to succeed.

In James Kerr’s Legacy, “Avoid the red and stay in the blue” highlights the importance of emotional control under pressure. “The red” represents stress and anxiety that can impair performance, while “the blue” symbolises calmness and clarity, allowing individuals and teams (like the All Blacks Kerr discusses in his book) to maintain focus and excel under high-pressure.