For some strange reason, this day seems longer than most. I got a “C” on my English paper, and I’m not too proud of that, but I guess I’ll have to do better next time. All of my other classes aren't bad. I’m only behind in my English and psychology class. I have some serious catching up to do. I find myself being very redundant, saying I have a lot to do and that must stop. One thing I am glad about is the numerous activities I am involved in. I joined the Black Student Union, on which I am on several committees - the political actions, social functions, ad hoc, South Africa, drama club, and a few others. Needless to say, I am extremely busy outside of classes. I was thinking about joining the swim team but realized that that would be too much for me. I can barely handle the load I have now. I’ll manage somehow. What’s ironic is that I work better when I am under pressure. Well, if this isn’t pressure, I don’t know what it is! I guess that means I should be doing much better soon.
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Have you ever felt the weight of an overwhelming schedule, yet somehow, you know it's when you perform at your best?
That paradoxical relationship with pressure was something I was navigating in one of my early college journal entries, where I reflected on juggling school, extracurricular activities, and the pressures of expectations. What struck me then, and still resonates now, is the sense of being "busy" while not necessarily being "effective." As I look back, I realize that these moments of stress and busyness weren’t just signs of being overextended but were opportunities to refine my intentional practice of decision-making—a skill that has become central to my leadership philosophy today.
I vividly remember writing about my frustrations: "I got a 'C' on my English paper, and I’m not too proud of that, but I guess I’ll have to do better next time." The disappointment was clear, but more than that, it was a signal that something needed to change. I recognized that I was saying the same thing over and over—"I have a lot to do"—without taking intentional steps to make real progress. This realization was a moment of clarity. That redundancy wasn’t just a complaint; it was a mirror showing me the need for better systems, priorities, and, most importantly, process power.
Phase Two of the Change the Narrative Framework—Process Power—is all about informed decision-making. It’s the intentional practice of choosing where to focus, deciding what matters most, and setting up the systems that allow you to manage your responsibilities effectively. When I reflect on my younger self, balancing countless activities from the Black Student Union to the drama club, it’s clear that while the passion and commitment were there, the strategic systems to manage those efforts were not yet developed.
Leadership is about more than managing tasks; it’s about making informed, intentional decisions. It’s about looking at the pressure you’re under, not as something to endure, but as something to use—to help you prioritize, eliminate unnecessary distractions, and create a process that turns pressure into progress. I had a decision to make back then: do I continue to pile on more responsibilities, or do I create intentional systems that allow me to thrive under pressure?
What’s ironic, and what I’ve found to be true for many leaders, is that we often do our best work when we feel the most pressure. But pressure without process leads to burnout. In that journal entry, I mentioned the desire to join the swim team but wisely noted that it would be too much to handle. Even at that moment, I was learning to manage my boundaries—though I didn’t have a name for it at the time.
That intentional practice, that process power, is what I now teach leaders to master. It’s not about doing everything; it’s about doing the right things and doing them well. When you’re strategic with your time and decisions, pressure becomes an asset. It pushes you toward greater clarity, efficiency, and growth.
So, what’s the lesson here?
If you find yourself repeating the same frustrations, whether in leadership or life, it’s time to stop and evaluate your process. Are you just busy, or are you intentionally making decisions that move the needle forward? That reflection from my college days is a reminder that growth happens not when we take on more but when we harness the pressure, create intentional processes, and make informed decisions.
In Phase Two of the Change the Narrative Framework, we focus on exactly this—building systems that allow leaders to make smart decisions, even when they’re under immense pressure. It’s about developing the ability to manage the load you have, not by doing more but by doing better.
Think about your own leadership today. Are you juggling too many responsibilities, or are you strategically managing them? Are you under pressure, or are you using pressure to sharpen your decision-making?
Let’s stop being redundant and start being intentional.
Keep going.
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