Performing under pressure: the formula finance leaders need

Reflections from my opening keynote at Forge Connect Oslo, a gathering of finance leaders from all over Europe, in May 2026.

When I speak about performing under pressure, my focus is on how we use our capabilities when the demands increase. Technical expertise matters, but so do preparation, attention and the conditions in which we work.

For finance leaders, this means applying professional judgement while navigating uncertainty, competing priorities and responsibility for others.

I believe mental preparation deserves attention alongside professional development. The aim is not to feel calm at all times or to guarantee a perfect result. It is to support sound judgement and purposeful action, even when a situation feels uncomfortable.

Know what you can draw on

One message I want to emphasise is the importance of knowing your strengths. A clear understanding of what you do well gives you something concrete to draw on when the pressure rises. That understanding needs to be grounded in experience and feedback, rather than simply telling yourself to think positively.

Building on strengths does not mean overlooking limitations. I see these as complementary parts of development. The balance depends on the person and the task. A gap that affects decision quality or creates risk needs attention; confidence cannot replace competence.

Look beyond individual effort

When capable people struggle to perform, I would not automatically conclude that they need to try harder. Worry and competing demands can occupy attention. The way work is organised can also make it harder to use the skills people already have.

That is why I believe we need to consider both individual responses and working conditions. Repeated interruptions, unclear expectations and conflicting priorities may require organisational changes. They should not automatically be treated as a lack of personal resilience.

For me, leadership includes taking responsibility for those conditions, as well as supporting people in their development. A useful conversation about performance makes room for both.

Build grounded confidence

Self-efficacy is a useful concept here: the belief that we can carry out the actions needed for a particular task or challenge. It applies to familiar as well as unfamiliar situations. It is more specific than general self-confidence and does not mean being certain of success.

The distinction matters to me because confidence should leave room for learning. We can believe in our ability to engage with a challenge while acknowledging what we do not yet know, drawing on previous experience and seeking advice. Self-efficacy is one part of performance, not a substitute for knowledge, resources or support.

Make room for emotion

I do not see the absence of nerves as the test of whether someone is ready to perform. Feeling activated before a demanding situation does not, on its own, mean we are unprepared or incapable. How we interpret our reactions can matter, but stress responses vary, and changing the label we give a feeling is not a universal solution.

For me, mental preparation is about supporting an appropriate response to the situation. That also means recognising when the demands need to change or additional support is needed.

Let values guide action

Values matter because they give us direction when decisions are difficult and outcomes are uncertain. They help clarify how we want to act and how we want to treat others.

I believe we should review results alongside the quality of our decisions. What information did we have at the time? Was our reasoning sound? How did we act? A disappointing result does not necessarily mean the decision was poor, just as a good result does not prove it was sound. Looking at both process and outcome allows us to remain accountable and learn.

Finance leaders, performing under pressure deserves deliberate attention

My central message is that we need to develop our capabilities, prepare mentally and take working conditions seriously. As leaders, we have a responsibility both to work on our own approach and to create conditions in which others can do their best work.

Our Forge Connect events take place quarterly in destinations all over Europe, bringing together together finance leaders from all backgrounds to establish leadership, build their networks, and to gain actionable insights on what’s next in the finance world. See past events and sign up for the next one here.