into overdrive and we lose control that we meet problems.
It would be a serious mistake to label RED as bad and BLUE as good. Both systems are very useful for their intended purposes. Too much RED may be more common, but being too BLUE can be just as harmful to performance. It can cause us to lose emotional connection, becoming detached, aloof and even cold. Team spirit would be impossible within a completely BLUE world.
This book is fundamentally about finding our RED–BLUE balance, not about casting RED as a villain and BLUE as the hero of the piece.
My aim is to help you perform effectively when you’re out of sorts and stressed, not when it’s plain sailing. As we’ve learned, under pressure we will experience discomfort, so we need to learn to be comfortable being uncomfortable – not just coping with discomfort, but thriving within it.
How well we perform depends on the quality of our attention. And our control of attention is driven by the interaction between our RED and BLUE mind systems.
Whether RED and BLUE are in sync or out of sync will have a large say in whether we can perform under pressure. If we are badly prepared, pressure can take us down. If we are well prepared, pressure can lift us up to new heights.
In this chapter, I’ll look at the most common ineffective patterns of feeling, thinking and acting under pressure, and contrast them with the most common effective patterns of feeling, thinking and behaving under pressure. Understanding these patterns provides us with a better chance of detecting when we are going off track, and more idea of how to get back on track once it happens.
Threat vs Challenge
Threat
Tony is running late for an important meeting at work with his boss. He has tension in his neck and shoulders, his heart and thoughts are racing, and he feels a little sick. There’s no direct physical threat here. He knows that in the same situation, most of his colleagues would not be bothered at all. If he does arrive late his boss probably won’t even comment. But still he feels anxious.
Now that we’ve met the RED–BLUE mind model, we can understand what Tony is going through. Somewhere in his past, being late has led to some painful feelings. Perhaps it was being late on the first day of school. Maybe it was a combination of several occasions when he was late or cut it fine for sports practice and got yelled at by the coach, which caused him some embarrassment. These painful experiences have been long since buried among Tony’s unconscious memories. But today, as he sees he’s running late, a fusion of those painful memories and the feelings linked to them is once again automatically triggered by his RED system, which is primed to react to threats (whether real or imagined). No specific memory comes to mind, but the familiar feeling does. And so Tony’s anxiety system kicks in, and he ends up tense and anxious.
Turning up on time is a performance moment. No gold medals are at stake here, but being punctual is personally significant to Tony, while for others it’s not particularly important.
It goes to show that even apparently mundane, everyday events can carry a hidden performance agenda. And so when we enter an arena where the stakes are genuinely high, it should come as no surprise that our emotional reaction can skyrocket.
Think about this reaction as an unconscious, two-stage process. The first step is that old, painful feelings get automatically stirred up. The second step is that the feelings trigger an anxiety reaction to block those feelings from surfacing. These steps happen so fast that we usually only notice the second one – the anxiety reaction – which makes it seem like that happened first. But some people pick up a spike of emotion – perhaps a hot feeling surging up through their core – before the anxiety reaction comes in over the top to shut the emotion down.
Anxiety can make us feel tense or go flat if we hit our threshold, which can disrupt our thinking and senses. It can also cause a host of other physical sensations through our fight, flight or freeze reaction. But they’re different from the primary feelings of anger, guilt or grief. Anxiety is a secondary reaction.
The combined effect of the primary painful feelings and secondary anxiety is that we experience discomfort. This discomfort doesn’t appear out of nowhere. It comes about because of a process inside of us. And it isn’t random – it’s very predictable. We will get anxious in the same types of situation, again and again, when others do not.
Tony’s experience shows us that the common phrase ‘performance anxiety’ oversimplifies what actually happens inside our body. The external performance – being on time or not – activates Tony’s unconscious blueprint of feelings, which then trigger his anxiety.
The middle step is key. Though it usually happens so fast that we are not aware of it, it’s most definitely there, because otherwise, why would people react so differently to the same external situation?
As we’ve seen, external fear arising from real physical danger is hard-wired within us and is an automatic survival mechanism, driven by our biology. In brain terms, we react long before we can consciously think it through. And internally driven fear, or anxiety, is generated by our personal psychology. It’s not a genuine survival moment in the physical sense, although it is in the psychological sense: the anxiety is generated by doubt about our ability to mentally survive the occasion.
Although most performance situations don’t literally involve threat to our physical survival, it might threaten our psychological existence if we mentally live and die with our image and reputation. If we subconsciously frame these moments in survival terms, we will trigger survival responses.
The bottom line is that performance situations stir up deeply ingrained emotions held in our body, and anxiety in the form of tension can instantly lock things down, making us uncomfortable and affecting our ability to think clearly under pressure.
Performing under pressure usually means performing when we are uncomfortable.
Challenge: Going beyond threat
If our RED mind is primed for survival, our BLUE mind is primed for potential.
Safety comes first. If we are not safe, our RED mind is activated and dominates our thinking and behaviour. But once we are safe and the RED mind is calm enough, other opportunities open up. (It doesn’t have to be completely calm, just within the window of discomfort where you can still operate.)
The BLUE mind is well suited to looking at our immediate environment, solving problems and adapting. When we’re not forced to pay attention to getting out of a situation we don’t want to be in, our mental effort can be focused on creating a situation that we do want. In modern language, we call this goal-setting.
With its emphasis on language and logical analysis, our BLUE mind sees possibilities, nuances and opportunities by matching the current situation against prior experience. That’s how it evolved – as a creative, forward-thinking, adaptive mechanism. If the RED mind is the security at the door, the BLUE mind is the creative headquarters tucked safely inside, where plans are hatched and problems are solved.
When we engage our BLUE mind in pressure situations, a fundamental shift in mindset can occur: threat is replaced by challenge. Instead of trying to flee and bring the situation to an end as quickly as possible, our BLUE mind draws us towards the obstacle that’s in our way, using all mental resources at its disposal to adapt, adjust and improvise so we can overcome the challenge.
In a survival situation, there is a simple threat focus on outcomes such as living and dying, or winning and losing. With a challenge focus, our attention is drawn to the process of finding a way through. Judgment is replaced by movement. Instead of ‘Will I survive?’, the question becomes ‘How far can I go?’
If we regard the situation as a challenge, we’ll focus not on the outcome but on our capacity to deal with the demanding and difficult moments. Rather than a burden to bear, we’ll see