The science of better decisions: How the brain responds to pressure

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.

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Cognitive fatigue is another factor. Sustained mental effort can make it harder to concentrate and process information, particularly when combined with poor sleep and constant interruptions. The brain also relies on a steady supply of energy, primarily from glucose and oxygen, to support its activity. Sleep, nutrition and recovery all contribute to normal cognitive functioning. Although the popular idea that every decision drains a fixed reserve of willpower is disputed, fatigue and workload can influence performance. Scheduling demanding work when concentration is strongest, protecting uninterrupted time, and taking breaks can help manage these demands.

Habits also influence how people respond under pressure. Repeated behaviours can become easier to perform as the brain learns associations between actions and familiar situations. These changes involve neural pathways, the connections through which nerve cells communicate. A founder who routinely reviews key financial indicators, prepares for difficult conversations or pauses before responding to a contentious issue can rely on established processes rather than improvising every time. Such routines require practice and may need adjustment as responsibilities change.

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Technology can help people observe some of these patterns. Wearables track indicators such as sleep duration and activity, while digital tools can help users monitor routines and identify patterns that affect concentration. Used thoughtfully, these insights can guide changes to work habits and recovery. However, such tools have limits and cannot provide a complete assessment of cognitive performance or mental well-being.

The Economic Times Founders’ Growth Retreat 2026, taking place from December 4 to 7 aboard the Cordelia Sky, sailing from Mumbai to Goa and back will explore these ideas in depth. This exclusive retreat's Neuroscience of High Performance: Peak Decision Stamina masterclass will be facilitated by Dr. Kumaar Bagrodia, applied neuroscientist and founder of NeuroLeap. The session will examine attention, stress responses, decision-making, brain energy, neural pathways, habit formation and the role of technology in cognitive performance.

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