Rule #9: Pressure Is Just an Ingredient

It might come out as a surprise, but I have always been a fan of a metal music. I know; doesn’t really get along with a suit & tie personality you see in the feed, but the trust me when I say that I can play half of great metal songs with my eyes closed. Among my favorite albums of all time is Metallica’s Black Album, a milestone not only in rock but in music history as a whole. A perfect blend between melodic & heavy music.

One story about its creation stayed with me. During the recording sessions, Kirk Hammett, the band’s iconic lead guitarist, was struggling to nail the guitar solo for “The Unforgiven,” a track that demanded immense melodic and technical precision. After multiple unsuccessful takes, frustration started to built up in the studio. The producer, Bob Rock, started ramping up pressure, demanding more, pushing harder. Tensions escalated, the atmosphere becoming almost hostile. And then, at the height of this tension—amid arguments, exhaustion, and a relentless producer—Kirk suddenly delivered one of the most memorable guitar solos ever recorded, a piece that captured vulnerability, anger, and emotional honesty simultaneously.

He wasn’t comfortable writing it. His band wasn’t nice to him during the process. He had no space for failure and was put on the spot. But it worked.

Why?

Because pressure, applied correctly, can elevate a performance from merely good to undeniably great.

The Pressure Paradox

This story resonates with me deeply, especially when I consider my own path as a manager. Early in my career, I struggled greatly with the idea of applying pressure to my team. How much was too much? How much was too little? Could I inadvertently demoralize someone by pushing too hard, or could I limit their potential by not pushing enough?

I experimented relentlessly, sometimes carefully, but more often quite clumsily. At times, I found my own team members struggle with what they perceived as aggression, interpreting assertiveness as hostility. Yet at other times, I saw people flourish precisely because they felt a meaningful, productive push.

I began to notice patterns. Some personalities naturally thrived under pressure, becoming sharper, more engaged, more creative. Others retreated, tensed, resisted. Some were free roamers; other required structured. Some projects required relentelss control; some required total creative freedom. Recognizing these differences was merely a first step—learning to use pressure thoughtfully and intentionally was a whole other matter entirely.

The Salt Revelation

My greatest insight on managing pressure didn’t come from a leadership book or a education course —it came from a cooking class.

During one class, the chef paused while holding up a pinch of salt between his fingertips. He said something I’ve never forgotten:

“Salt is easy to abuse. If you oversalt a dish, it masks every other flavor. Too much salt, and all you taste is salt. But too little salt, and the dish lacks flavor altogether. The real art, the chef’s true skill, is in knowing exactly how much salt to use—and more importantly, when to add it. Sometimes, you salt at the start. Other times, you wait until the very end. You have to feel it out, understand it, and trust your instincts.”

I am not sure how much time in took me, but slowly the salt metaphor became parallel to leadership in my mind. Pressure is like salt. Used correctly, it enhances, clarifies, elevates. Used carelessly, it overwhelms, dominating every other element of your team’s dynamic.

Just as a skilled chef knows when and how much salt to add, an effective leader must learn precisely how to calibrate pressure—how to read their team, recognize the right timing, and apply pressure thoughtfully.

Pressure Applied Thoughtfully

Over time, I've learned several essential truths about applying pressure as a manager:

Pressure isn't universally bad or universally good. It’s simply a skill in your toolkit. Some team members respond beautifully under immediate pressure—thriving in crunch times, rising to challenges. Others need gentle, consistent encouragement rather than acute bursts of intensity. Your responsibility as a leader is to understand each individual's unique recipe.

Timing is critical. Like adding salt at the wrong stage can ruin a dish, applying pressure prematurely or too late can sabotage your team's performance. Sometimes, pressure is best applied early, setting high expectations clearly upfront. Other times, it’s better at a later stage, providing that final push toward excellence.

Pressure must never become habitual or default. It’s tempting to rely on pressure constantly, but such tactics quickly lead to burnout, resentment, and eventual failure. Instead, pressure should be deliberate, intentional, and purposeful.

Avoiding a "Salty" Aftertaste

I have experienced firsthand the outcomes of poorly managed pressure—exhausted teams, diminished morale, or even project failures. I was on both end of such pressure and these painful moments taught me an invaluable lesson: pressure just can’t be the entire recipe. Treat it carelessly, and your projects will invariably have a bitter, salty aftertaste.

But applied skillfully, with insight and compassion, pressure can transform good teams into exceptional ones, capable of delivering performances as unforgettable as Kirk Hammett’s legendary solo.

Now, whenever I feel uncertainty about how or when to apply pressure, I return mentally to that cooking class and remind myself that the skillful leader, like a master chef, knows exactly how and when to season their team’s efforts.

Pressure, when thoughtfully applied, doesn’t overwhelm—it elevates.

Pressure is just an ingredient.