Leading Under Pressure®
Strategies to Avoid Burnout, Increase Energy
and Improve Your Wellbeing
By Dr. Gaby Corá
In Leading Under Pressure®, Dr. Corá speaks about the millions of people around the world who are leading under pressure and juggling work in life. Blending her experience as a medical doctor, leadership advisor, and organizational strategist, Dr. Corá offers practical solutions to avoid burnout, increase energy and enhance your wellbeing while you are leading under pressure.
Millions around the world are thinking, planning, and scheming about how to stretch a 24-hour day into an endless and productive workday. Burnt-out, energy-depleted, or constantly stressed, many find themselves unable to take pleasure in their hard-earned position.
Leading Under Pressure® offers practical strategies to solve this problem. Dr. Corá's work reflects the first program to integrate health and wealth strategies. It is designed for hardcore executives, professionals, and entrepreneurs, as leaders are confronted with increasing demands and limited resources.
From entry-level employees to chief executive, burnout is becoming a more common workplace phenomenon, experts say. The condition, described as persistent fatigue, detachment or resentment triggered by job stress, can harm your career prospects if left unresolved. Take the Burnout Quiz to determine whether you are at risk of burning out.
The strategies and information presented in Leading Under Pressure® have become a leading source for media outlets, such as The Wall Street Journal article, "When the CEO Burns Out." The recent article quoted Dr. Corá as an expert on the topic and included a quiz from Leading Under Pressure®, designed to help leaders determine if they're at a risk of burning out at work.
What’s New in This Edition?
Leading Under pressure—is there any other kind of real leadership? I don't think so. And neither does Dr. Gabriela Corá. She accepts pressure as a given. Uniquely qualified as a corporate consultant, clinical researcher, and physician, she tells us how to better understand and manage the ordinary and extraordinary pressures in the life of a leader.
— Michael Miller, M.D., Editor in Chief, Harvard Mental Health Letter
Dr. Corá donates 100% of her royalty proceeds to non-profit projects that promote health and wellness in children.
Share the Lessons Learned From:
Brian Dyson, who focused on staying cool through challenging times as he became the president and CEO of Coca-Cola Enterprises.
While being the head of a large international corporation is a visible example of leading under pressure, the same nerve-wracking feeling will be visited on an entrepreneur struggling to make payroll.
Donna Shalala, who runs a smart operation by being efficient both as current president of the University of Miami as well as past Secretary of the Department of Health and Human Services under President Clinton.
I once told my staff that the president of the United States hired us for our judgment and not for our stamina.
Gary Hoover, brilliant entrepreneur who struggled through his novel idea before his investors caught up with the concept of a bookstore as a mall. He later sold BOOKSTOP to Barnes and Noble for over forty million dollars.
In a recent article I did in which I spoke about failure, the really important thing is that it's natural to go home and mope. But the real question is: do you mope for 30 minutes or 30 days… or 30 years!
Janet Vergis, who led several pharmaceutical companies within Johnson & Johnson in good and tough times guided by her passion for helping the public at large.
There was the obvious pressure of needing to make our business goals despite the fact that we would have less people and resources, but the bigger difficulty for me was the human toll. A downsizing impacts not only the people we have to let go, but also the people who are left as "survivors."
Gerry Czarnecki, president of the production company O2 Media, who became a firefighter intervening in multiple critical instances where companies would sink or stay afloat.
So much of what I've done is going into something that's broken and fixing it. First, going into a troubled situation where there is a great deal of stress, where things are broken, where I mean literally that things are not working right—where either the company is working its way to bankruptcy or if someone is in an operational nightmare that nobody thought they could get out of. The first thing that happens to the person when they take on that assignment, I don't care what they tell you, the first thing that happens is you get scared.
Marsha Firestone who became president and founder of the Women Presidents' Organization after she was not promoted president in another one.
The lesson I learned is I didn't get what I thought I wanted. And so, I went out and did it myself...
Leylani Cardoso, president of Bolzano Handbags, who turned a critical moment into a launching opportunity when losing both her major customer while having family stressors.
Seven years ago, when my daughter had just been born and we found out she had special needs. All the while, my company lost two major contracts simultaneously. I think back and to this day, I say "Wow, those were really tough times."
Nando Parrado, mastermind of the rescue in the Andes after his plane crashed in the seventies, killing his mother, sister, and many of his friends and rugby teammates.
Everything I have faced afterwards, people say, "How can you do so many things?" Because they are so easy compared to what I have done.