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BOOKS
Performing Under Pressure
conducted. They note that 10% of their subjects — the so-called top 10% — handle pressure successfully, most notably by being more in tune with their physiological responses and by not becoming defensive when faced with criticism. Performing Under Pressure is full of
By Hendrie Weisinger and J.P. Pawliw-Fry Crown Business 310 pages; $31
MANY OF US HAVE EXPERIENCED diffi culty in dealing with pressure in our professional or personal lives. So how can we manage pressure so it becomes an asset instead of a major impediment? Psychologist Hendrie Weisinger and
performance coach and adviser J.P. Pawliw-Fry, co-authors of Performing Under Pressure, have spent more than 20 years studying pressure and how it aff ects employees and organizations. The book reports on their extensive research, based on a worldwide study of 12,000 people that the authors
clearcut examples from the worlds of sports, academia and business. Fortunately, it steers clear of two pitfalls: promoting magical thinking and providing a step-by-step approach to guaranteed happiness. The book begins by discussing the
nature and science of pressure, and then addresses its many adverse eff ects, such as drug use, cheating, bullying, drastic personality changes and even suicide. Weisinger and Pawliw-Fry challenge a number of widely held ideas about pressure. For instance, they explain that individuals do not perform better under pressure. Moreover, pressure impairs cognitive abilities (judgment, decision-making, memory and attention) and greatly hinders creativity.
Interestingly, the authors devote
an entire chapter to choking under pressure. In one example, they cite the Philadelphia Phillies, who, in 1964, blew a six-and-a-half-game lead over the St. Louis Cardinals when they suff ered a 10-game losing streak late in the regular season, ruining their chance at a World Series run. Even basketball superstar Michael
Jordan has admitted to making mistakes throughout his career because of pressure. Aſt er defi ning a host of problems,
Weisinger and Pawliw-Fry suggest two ways of addressing them. First, they list 22 useful, short-term “pressure solutions,” such as focusing on the mission of a project, for example, rather than the outcome; expecting the unexpected; and recognizing one’s self-worth. Second, they provide a blueprint
for building a “COTE of Armor” as a long-term solution. The acronym stands for confi dence, optimism, tenacity and enthusiasm and, according to the authors, it is part of the “DNA of success.”— Marie-Josée Boucher
Masters of Financial Accountability (MFAc) York University, Toronto, Canada
More relevant to the 21st century than an MBA!
The MFAc tackles the most urgent issues facing the corporate world and the global economy: • Improving corporate accountability through better governance • Creating a culture of accountability, ethical behavior, sustainability and corporate social responsibility • Advanced governance techniques (stakeholder theory, enterprise risk management, executive compensation & integrated reporting) • Accountability and governance issues in the public and not for profit sectors
The ideal degree to make yourself an indispensible asset to your organization, the MFAc is ideal preparation for all executive and board positions. Check out our website at
http://www.yorku.ca/mfac/
Masters of Financial
Accountability.indd 1 MAY 2015 | CPA MAGAZINE | 61 2/9/2015 9:47:16 AM
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