Virginia Mansell, Founding Partner and Executive Coach
From elite sport to the C-suite, CEO leadership under pressure and sustained performance requires trusted support, disciplined self-reflection, and the courage to adapt even when the spotlight is on you.
I was glued watching the final round of the 2025 Women’s PGA Championship in Texas. As someone who loves golf, I know the precision, patience, and mental clarity it demands. All qualities that also define CEO leadership under pressure. The championship was played in fiercely windy conditions. Brutal for all the players, and yet, the final group rose to the challenge.
Minjee Lee’s win was a standout. Courageous. Composed. Quietly resilient.
It also made me reflect.
While golf may appear to be a solo sport, it shares many similarities with CEO leadership. It may look lonely at the top, but those who lead and perform at the highest level never do it alone.
CEO leadership under pressure. What you don’t see
There’s a moment in golf, on the 18th hole, standing over a decisive putt, where it’s just you. No coach. At a distance, your caddy. But in that moment, it’s about clarity, presence, and execution.
From the outside, it looks lonely. But it never is.
Minjee didn’t get there by chance. She did the work: listened to her coach, changed her putter, adjusted her technique, and redefined her mental approach.
That takes courage, especially under pressure and public scrutiny. But elite athletes know that when the results stall, staying the same is not an option.
They reflect. They adjust. They surround themselves with people who make them better.
Why high-performing CEOs don’t lead alone
After more than two decades working with CEOs and senior executives, I’ve seen this truth play out time and again: the most effective leaders aren’t the ones who go it alone. They’re the ones who deliberately build a circle of trusted voices around them.
They know that smart leadership isn’t about having all the answers. It’s about asking the right questions and being open to challenge.
Like elite athletes, CEOs:
- Stay open to feedback even when it’s uncomfortable
- Reflect on blind spots and assumptions
- Make disciplined adjustments to how they lead
- Stay focused on long-term outcomes, not just quarterly wins
- Choose the right support team. People they trust, who are fit-for-purpose, and aligned to the end game
They know that accountability, not isolation, is the real foundation of effective leadership.
What CEOs can learn from Minjee Lee’s determined comeback
Minjee Lee has earned global recognition as a world-class golfer. However, her putting recently came under pressure. The results weren’t where they needed to be. And the commentary was noise in the background.
But she didn’t retreat. She did what high performers do.
She listened. She made changes to her equipment, her stroke, and her mindset. She went to work behind the scenes. She stayed focused on the outcome, not the noise.
The CEOs I admire most take the same approach.
They don’t wait for a crisis to prompt growth. They make the call when the signs are subtle. They act early. They stay coachable.
Executive coaching and the team behind great CEOs
At SMG, we work with senior leaders during moments that matter, from new CEO transitions and board alignment to post-acquisition resets and cultural renewal.
These are inflection points. They demand clarity, speed, and resilience.
The CEOs who navigate them best never assume they must carry it all alone. They invest in proper support around them from strategic advisors, executive coaches, mentors, and critical thinkers.
They create space to think, reset, and lead well, not just for themselves, but for the company they work for.
They understand feedback isn’t a threat. It’s a tool. One that sharpens judgment, performance, and influence.
Personal growth for CEOs. What are you working on?
One of the most powerful questions I ask leaders is: what are you working on in yourself right now?
Not the strategy. Not the structure. You.
Like elite athletes, exceptional leaders continually refine their skills, especially in areas not visible to the outside world. They focus on how they make decisions under pressure, how they build trust, and how they present themselves with presence.
And it’s not just about company performance.
The CEOs I work with also invest in themselves. They work at staying calm under pressure. They protect their energy and well-being (mental and physical). They invest in their values, whether that’s staying close to family or honouring a passion outside work.
They know that sustainable leadership requires alignment between who they are, how they present themselves, and how they lead.
The leadership capabilities that matter
At SMG, our Leadership Capability Framework focuses on three areas:
- Behavioural – Who am I as a leader?
- Contextual – What is my environment?
- Commercial – How do we win?
We use this framework to help leaders grow in measurable, strategic ways. Because when the pressure comes, what matters is not just what you know, but how you lead.
Watching Minjee Lee win the 2025 Women’s PGA Championship was a reminder that even the best don’t succeed alone.
The pressure may be personal. But the preparation is shared.
So if you’re leading from the front, ask yourself: who is helping you stay sharp, stay well, and stay ahead? Because even when the moment is yours, leadership is never a solo act.
