In today’s high-pressure and unpredictable workplace, leaders often find themselves reacting instinctively to challenges. Unfortunately, these reactions can inadvertently harm team dynamics and performance. When leaders break down, so can their teams, resulting in hindered performance, lower morale, missed deadlines, increased mistakes and even the loss of customers — the exact opposite of what organisations need during times of crisis.

Research shows that it’s common for leaders to react poorly in high-stress situations. Specifically, 53 percent of leaders become more closed-minded and controlling, focusing narrowly on short-term outcomes instead of staying open and curious. A further 43 percent become more angry and heated, amplifying team stress rather than alleviating it. Over time, this reactive behaviour creates a toxic feedback loop that erodes trust and stifles productivity.

One driver of this dynamic is bottom-line mentality (BLM) — a hyper-focus on financial outcomes at the expense of employee well-being and ethical considerations. Leaders with a strong BLM often amplify performance pressure, inadvertently fostering environments where anxiety, disengagement and even unethical behaviours, such as workplace cheating, take hold. This narrow focus not only compromises team morale but can also damage the long-term success of the organisation.

To navigate these challenges effectively, leaders at all levels — from those leading without authority to senior executives — must develop the ability to stay calm, empathetic and solution-focused under pressure. This is where Positive Intelligence becomes a game-changer.

Positive Intelligence provides a concrete framework for recognising and transforming ingrained reactive responses. Unlike conventional leadership approaches, Positive Intelligence zeroes in on the mental patterns that drive decision-making, helping leaders balance immediate demands with long-term vision. By mastering Positive Intelligence techniques aimed at strengthening mental fitness, leaders can create environments where they and their teams thrive, even in times of crisis.

A leader with high levels of Positive Intelligence, Emotional Intelligence and intrinsic motivation is like a lighthouse — steady in storms (adapting to changing times), guiding with warmth (coaching approach) and driven by an unwavering inner light (fire and purpose). When these three elements are strong, a leader provides clarity, resilience and direction, inspiring their teams to navigate inevitable uncertainty with confidence.

Impactful Leadership = (EQ + PQ) × PMA

Explanation:

PQ is a measure of the percentage of time your mind serves you (Sage) versus sabotages you (Saboteurs). It focuses on enhancing mental fitness, empowering individuals to respond to challenges with a positive mindset rather than a reactive, negative one.

• Saboteurs: Negative thought patterns or internal critics that trigger stress and counterproductive behaviours. Examples include the Judge, Controller, and Pleaser.
• Sage: The positive, empathetic and creative mindset that drives effective problem-solving and interpersonal relationships.
  

The Saboteurs push you into action and success

through anger, regret, fear, guilt, anxiety, shame, obligation, etc. But the Sage pulls you into action through compassion, curiosity, creativity, the joy of self-expression, a desire to contribute and create meaning, and the excitement of action. Would you rather be pushed or pulled? Only the Sage lets you achieve success without sacrificing happiness and peace of mind.

Shirzad Chamine

Positive Intelligence Brain Muscles:

• Self-Command Muscle: Enables individuals to pause and choose their response rather than reacting impulsively.
• Sage Perspective Muscle: Encourages viewing challenges as opportunities for growth and learning.
• Saboteur Interceptor Muscle: Helps recognise and diminish the influence of negative thought patterns.

Mental Fitness Practices: Simple, daily exercises that cultivate resilience and calmness.

Scientific Validation:

• Based on neuroscience, cognitive psychology, and performance science.
• Studies show that increasing Positive Intelligence enhances overall well-being, performance and relationships, creating a more engaged and resilient workforce.

The Saboteurs push you into action and success

through anger, regret, fear, guilt, anxiety, shame, obligation, etc. But the Sage pulls you into action through compassion, curiosity, creativity, the joy of self-expression, a desire to contribute and create meaning, and the excitement of action. Would you rather be pushed or pulled? Only the Sage lets you achieve success without sacrificing happiness and peace of mind.

Jessica Herrin CEO, Stella & Dot 

Only 23% of global organisations say their leaders have the capabilities to navigate a disrupted world.

Deloitte

Meet Stuart, a mid-level manager at a fast-growing tech company. Known for his expertise and results-driven approach, Stuart had always delivered on his targets. But when the company entered a period of rapid change — new leadership, tighter deadlines and an unexpected market downturn — his once-effective style began to crack under the pressure. What followed was a lesson in how low Positive Intelligence can negatively impact a team.

A Stressed Manager in Crisis

Faced with mounting expectations, Stuart’s default response was to ‘take control of his team’. His inner Controller Saboteur—the mental habit of believing he had to do it all himself—kicked into overdrive. He started micromanaging his team, re-checking every deliverable and insisting on frequent progress updates. At the same time, his Hyper-Achiever Saboteur pushed him to set higher and higher goals, both for himself and his team, without considering the human cost.

On the surface, Stuart appeared to be a committed and hard-working leader, but he felt he had aged 30 years and was close to burning out. He was unable to lead himself, let alone his team. Over the next three months, cracks began to show.

The Consequences

• Missed Deadlines: Stuart’s micromanagement slowed progress. Team members spent more time explaining their work than doing it, causing delays on critical projects.
• Increased Mistakes: The team operated in a constant state of stress. Rushing to meet Stuart’s high demands, they started making avoidable errors, leading to rework and frustration.
• Eroded Trust and Engagement: Stuart’s team no longer felt empowered to make decisions or share their ideas. His controlling behaviour stifled creativity and created a culture of fear—team members began working to avoid blame rather than to achieve excellence.
• Attrition and Morale Issues: Two of his top performers handed in their resignations, citing burnout and lack of autonomy. Those who remained were disengaged, showing up to meetings with little enthusiasm and no contributions.

The Turning Point

Realising that his team’s performance was declining and morale was at an all-time low, Stuart sought feedback from his peers. One colleague pointed out a pattern: Stuart’s behaviour under pressure was reactive and controlling, not empowering or collaborative. On a recommendation from another colleague he trusted, Stuart enrolled in a leadership training programme focused on Positive Intelligence.

Through the programme, Stuart learned to:

• Identify Saboteurs: He recognised that his Controller and Hyper-Achiever Saboteurs were driving his behaviour, keeping his locked in stress mode.
• Strengthen His Sage: Stuart practised shifting his perspective from blame and control to curiosity and collaboration.
• Build Resilience: By incorporating daily PQ exercises—such as mindfulness practices and reframing negative thoughts—Stuart improved his ability to stay calm and composed under pressure.

The Results

Within months, Stuart’s approach to leadership changed dramatically:

• He delegated responsibilities and trusted his team to make decisions, leading to faster project completion and higher-quality work.
• By drawing on strategies for staying calm and curious during challenges, Stuart inspired his team to solve problems collaboratively, unlocking new ideas and solutions.
• Employee morale rebounded. Team members felt supported and empowered, which brought energy and engagement back to their work.

Most importantly, Stuart’s team hit their next quarterly targets, and turnover stabilised. He realised that his growth as a leader wasn’t about pushing harder but about thinking differently about the meaning of leadership.

Motivation has an undeniable impact at every level of an organisation: 

Individual performance: Motivated employees are 87% less likely to leave their jobs. They are invested in their work and their company, and they are more likely to stay with the company for the long term.

Team dynamics: Motivated teams experience less conflict, higher collaboration and greater innovation.

Company-wide: Companies with motivated employees are 21% more profitable.

On average, teams see significant improvements in core emotional intelligence competencies in just seven weeks.

87% Relationship management

87% Self awareness

87% Self management

85% Social awareness

Positive Intelligence