Do You Know This Feeling?
You’re stressed. The client is annoying. The technology isn’t working. The weather is miserable. And you think: “This can’t be happening!”
But something crucial happens right there — you lose your focus.
Because you’re wasting energy on things you can’t control while neglecting what you can actively influence.
Stephen Covey calls this the Circle of Concern vs. the Circle of Influence.
The Circle of Concern includes everything that worries or preoccupies us — politics, markets, other people, decisions made by the board or management, restructuring, inflation, and the skilled labor shortage.
But much of this lies outside our direct control.
We can observe it. We can get upset about it. But we can’t actively change it.
The Circle of Influence, on the other hand, includes everything we can directly impact — our behavior, our communication, our decisions. Our attitude. Our language. How we handle pressure.
Leadership means taking responsibility for your own sphere of influence.
Leaders who spend too much time in the Circle of Concern lose their effectiveness. They project stress, reactivity, and helplessness.
Especially in challenging times, this happens all too often: leaders feel powerless and focus their attention on what lies beyond their control. The result? Inner exhaustion, decision paralysis, and often a downward spiral of complaining.
A recent example shows just how relevant this issue is:
It was devastating news for Switzerland — and on its National Day, no less. The U.S. announced that, starting August 7, Swiss exports would be subject to a 39% tariff. Pharmaceutical products are temporarily exempt, but the U.S. government has already hinted that even medications may face high tariffs in the future.
With this exorbitant and unjustified 39% rate, Switzerland is now at a clear disadvantage compared to many other countries. Swiss goods are taxed far more heavily in the U.S. than those of other trade partners — a serious competitive setback for the Swiss export industry.
Of course, one could stay angry for days. You could argue, protest, apply pressure. But for any leader, the real question is: How do we deal with it now?
What lies within my sphere of influence — as an entrepreneur, as a department head, as a CEO? Where can I take action?
So what can you do in stressful situations?
1. Take responsibility
Ask yourself: What is in my hands? You may not be able to change the situation — but you can change your attitude, your focus, your next step.
The way you communicate with your team is also within your influence. Especially during stressful times, people look for direction. A leader who demonstrates composure gives stability.
2. Expand your sphere of influence
Impact arises when you initiate conversations, clarify expectations, and question structures. Acting proactively expands your influence — even when circumstances are tough.
Influence doesn’t grow through control, but through connection. Through trust. Through the willingness to take responsibility where others avoid it.
3. Accept what cannot be changed
Not everything can be solved. But everything can be led — through conscious decision-making. Sometimes leadership strength means letting go of what isn’t in your hands.
That’s not resignation — it’s maturity. Accepting what cannot be changed creates space for clarity and action.
Conclusion:
You don’t have to control everything. But you can decide where to focus your energy. And that’s where effective leadership begins.
Leadership starts within — with the conscious choice to direct your own focus. And with the decision not to be a victim of circumstances, but an active shaper of them.
Reflection question: In what current challenge are you spending more time in the Circle of Concern than in the Circle of Influence?
👉 If you want to learn how to stay focused, clear, and effective under pressure — let’s talk.
👉 A more detailed version of this text, along with further insights on resilience, can be found on my website.
📖 You can also find more inspiration on this topic in my book “The Hero’s Journey of a Leader.”