A founder’s day can involve negotiating a deal, resolving a leadership dispute and making a major investment decision, often with little time between them. By the end of the day, even routine choices can require more effort. The change is not necessarily in the complexity of the decisions, but in the mental demands of making them.
Stress affects how the brain processes information. The prefrontal cortex, which supports planning, working memory and impulse control, plays a central role in weighing options and considering consequences. Under intense or prolonged stress, these functions can become less effective. People may find it harder to think flexibly, regulate emotional responses or consider alternatives before acting. For founders , this has consequences beyond individual decisions. Leadership requires sustained attention across long periods, often when information is incomplete, and the cost of an error is high. Recognising how pressure affects thinking can help leaders pay closer attention to the conditions in which they make important choices.
