9 min read
In workplaces today, leaders are often called on to guide their teams through constant change, complex challenges, and rising expectations. When uncertainty is high, decision-making feels harder, and the impact on performance and wellbeing can be significant.
Recent neuroscience offers powerful insights into why this happens, and what leaders can do to support themselves and their people.
The brain as a prediction machine
Our brains are wired to predict. From the moment you wake up, your brain is already anticipating what you will see, hear, and experience – based on past patterns.
It knows where the ‘send’ button is on your email screen. It predicts where your feet will land when you walk. It expects to find the same things in your bedroom when you open your eyes in the morning.
Most of the time, these predictions run quietly in the background. We only notice them when something is different.
Imagine walking down a flight of stairs, each step the same depth. You are chatting to a friend, not thinking about your feet, until one step is slightly shorter or deeper. That sudden jolt you feel is your brain registering a prediction error. Uncertainty is exactly that – your brain’s expectations are unable to match reality.
What stress does to a leader’s brain
Studies tracking leaders over three months reveal striking patterns. Those who reported higher levels of stress developed increased capacity in the amygdala – the part of the brain responsible for the threat response.
Increased capacity reflects stronger neural connections in that area. This leads to the threat response being triggered more often and more intensely, even by smaller challenges.
At the same time, two other areas of the brain show reduced capacity:
- The hippocampus (our memory centre) – making it harder to recall details or draw on our tools and strategies
- The prefrontal cortex – reducing our ability to think clearly, plan effectively, self-regulate and make sound decisions
In other words, leaders under high stress may find themselves reacting more emotionally, with less ability to regulate those emotions and less clarity in their thinking, and forgetting things!
Leading well in uncertain times
Understanding how the brain responds to uncertainty and stress is a game-changer for leaders. It helps us recognise the signs in ourselves and others, enabling us to take proactive steps to reduce the cognitive and emotional toll.
This might mean creating environments where people feel psychologically safe, embedding wellbeing practices into daily routines, or pausing to give the brain time to reset before making key decisions.
When we approach psychosocial risk with neuroscience in mind, we can build workplaces that navigate uncertainty with clarity, composure, and care – for ourselves and the people we lead.
Take the next step in building clarity, resilience, and psychological safety across your organisation. Our Positive Leadership Academy equips leaders with the skills and mindset to create thriving, high-performance cultures. Or begin by gaining valuable insights into your team’s strengths and wellbeing with the Work on Wellbeing assessment.
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