Sam Berne (00:00.162)

When we’re under more pressure, if you’re smart enough, experienced enough, trained enough, you’ll make better decisions under stress. In reality, the opposite is true. Stress doesn’t just affect how you feel. It also affects how you see. In fact, stress alters how you see and when perception changes, interpretation changes. When interpretation changes.

Decisions change and that’s where the misread happens quietly confidently and often with serious consequences. Here’s the core observation. I’ve spent decades watching people make decisions in clinical settings and leadership roles in moments where something really matters. What I’ve learned is this intelligence does not protect you from perceptual distortion. In fact, it can make it worse.

When the nervous system is under stress, perception narrows, vision narrows, context collapses. The brain shifts from sensing to protecting. This isn’t a failure of character. It’s your biology. Perceptual narrowing explained under stress. The system prioritizes speed over accuracy, certainty over curiosity.

action over awareness. That’s efficient. If you’re avoiding threat, it’s disastrous. If you’re navigating complexity, this is why smart people can become rigid when they’re under pressure. Leaders double down instead of stepping back. Urgency gets mistaken for clarity. The system isn’t asking what’s true. It’s asking what’s the fastest way to get rid of discomfort and the answers to those two questions are rarely the same.

Sam Berne (02:24.876)

That’s how misreads become entrenched not because someone is incapable, but because they’re too inside their perception to notice it is shifted. Here’s a reframe. Clarity is not a function of effort. It’s a function of regulation. When the nervous system is settled, the perception widens more information becomes available. Settle cues reenter your awareness. This is why slowing down.

Often refills what urgency obscures not because you’re thinking harder, but because you’re seeing more if there’s one thing I want to leave you with today. It’s this most leadership errors aren’t strategic. They’re perceptual perception is not a fixed trait. It’s a state dependent experience. We understand that we stop asking people to perform better when they’re under pressure.

and start creating conditions where clarity can actually emerge. That’s the work not more speed, not more certainty, better seeing in future episodes. I’ll continue naming patterns like this not to fix them, but to make them visible because once something is seen clearly it no longer controls us in the same way.