by Michelle Cummings

We often talk about stress as a negative. Something to avoid, manage, or eliminate. But not all stress is bad. In fact, some stress is essential. It gives you focus, urgency, and the energy to perform. The problem is not stress itself – it’s how much of it you’re carrying.

There’s a name for this idea: the Yerkes-Dodson Law. It describes how performance increases with stress up to a certain point – then drops sharply when stress gets too high. On one side of the curve is overload and burnout. On the other is underload: the often-overlooked zone of too little stress. It’s when you feel unmotivated, bored, or disconnected.

Leaders are often quick to spot overwhelm. But what’s harder to notice is when the tank is too empty. You may not feel anxious – but you also don’t feel challenged. You coast. You check boxes without bringing much creativity or presence. That flat feeling? It might be a sign you’re not stretching enough.

The optimal stress zone is where your skills are tested just enough to grow. It’s the tension that sharpens you, without breaking you. The right level of pressure fuels energy, curiosity, and momentum. But it takes self-awareness to know where you are on the curve – and adjust accordingly.

Leaders who recognize when they’ve slipped into underload can re-engage by seeking feedback, tackling a new challenge, or mentoring others. The goal isn’t to overload yourself – but to re-ignite purpose. When you know how to tune your own stress levels, you build resilience and help others do the same.

The Mind Module of our Core Program explores this stress-performance connection in depth. It helps leaders identify their optimal zone and build tools to stay grounded and effective – even under pressure.