Why Even Brilliant Leaders Freeze On Stage—And 4 Ways To Prevent It

This expert opinion by Nuala Walsh, CEO of MindEquity, behavioral scientist, and non-executive director, was originally published on Inc.com.

With awards season here and acceptance speeches in the headlines, it’s a vivid reminder to business leaders to manage their moment in the spotlight. People rarely choke because they’re unprepared intellectually. It’s because they’re unprepared emotionally. 

Dealing with that requires a change in mindset as much as a change in method.

In today’s impression-managed world, credibility depends not only on what leaders achieve but on how they’re perceived. It hinges on how well they manage their nerves in earnings calls, investor roadshows, product launches, town-hall meetings, and media interviews. Powerholders cannot afford cringeworthy moments or public criticism, especially in the early growth phase. One misjudged comment, quip, or answer risks ridicule and can tank a funding round or damage a brand. Cancellation is just around the corner.

Intellectual Versus Emotional Preparation 

Throughout my career, I’ve noticed that many experts rehearse what they’re going to say, but few rehearse where they’ll be or how it’ll feel. The emotional surge from being judged by employees, investors, or journalists is unsettling. We misjudge how we’ll feel in the future and how that affects our decisions.  Neuroscientists call this “affective forecasting error.”

Like accomplished actors, many leaders rehearse PowerPoint slides or witty speeches but not their reaction to uncomfortable scenarios, hostile questions, heckling audiences, or the terror within. They fail to break through the fourth wall. 

This gap between intellectual and emotional rehearsal produces familiar symptoms. Some go into verbal overproduction—they talk too much and say too little. Others speed up, which can undermine credibility. Defensive language creeps in, protecting ego instead of advancing clarity. Cognitive tunnelling then prevents them from answering the actual question asked. 

For any major pitch or interview, preparing for the emotional roller coaster is as important as preparing the message. In interviews, it’s the “gotcha” moment that destabilizes our practiced equilibrium. 

Some handle this well. At Mark Zuckerberg’s 2018 testimony in congressional hearings on Cambridge Analytica, he seemed well-prepared and admitted, “It was my mistake.” 

But sometimes, even advanced reflection can’t override emotional reflexes. On a Tesla earnings call several years ago, Elon Musk dismissed a routine question by a Sanford Bernstein analyst as “boneheaded” and “boring.” Presumably, he understood the capital requirements and Model 3 reservation numbers the analyst had asked about, yet he chose to answer questions from a YouTube host he considered “way more interesting.” The next day, Tesla stock dropped 5.5 percent. Musk later apologized. In some later high-stakes interviews, he offered a more disciplined performance, as when he was interviewed by World Economic Forum co-chair and Blackrock founder Larry Fink. 

It’s not just entrepreneurs either. Overconfident executives irritate journalists, and some CEOs grow defensive in crises, botching town-hall answers on sensitive topics like DEI, pay freezes, or redundancy. I recall one town hall where a question was asked about gender equality. The CEO squirmed and shifted uncomfortably as employees whispered, “Answer it then!” 

One poor response can set off a long-lasting trust spiral from which it can be nearly impossible to recover. 

Panic often stems from what I call the Identity Trap, just one of 10 predictable sources of misjudgment I talk about in my book, Tune In. Visibility becomes tied to reputation and self-image. We care too much about what others think—and not always the right others.  Ego, power, and risk all contribute. When we try to impress bosses, boards, strangers, or hearing committees, we’re more likely to misjudge situations and mess up. 

Getting Prepared: Expect The Panic

The solution to measured composure isn’t necessarily a funnier line or smarter content. It starts with expecting and controlling the flutters, just as tennis players do when facing a championship point at the US Open Leaders can deploy several simple techniques. 

1. Slow the tempo. Obvious advice but often ignored. Deliberate pacing of your message communicates authority and gives the brain time to work. It stops the rush to judgment.
2. Script the start. Stumbles usually happen at the beginning. Learn the first 10 seconds of any speech by heart to reduce anxiety. I did this extensively for my TEDx talk on overcoming indecision.
3. Anticipate the reaction. Run simulations with hostile interruptions. Sports teams anticipate even crowd noise. Naval pilots simulate in-flight malfunctions. Leaders can rehearse analyst calls and media ambushes in the same way.
4. Label the fear. Naming the anticipated feeling reduces physiological load. You can tell yourself, “This will feel intense; that’s normal.” Emotional familiarity shrinks the impact of inevitable stress.

For CEOs or founders, these visible moments affect valuation, hiring, and funding pipelines. They shape perception for years. Think of Gerald Ratner’s 1991 quip about his jewelry being “total crap.” Customers rarely forgive such authority failures. Bouncing back starts with how leaders respond next.

Success is not only about great ideas and cultivating charisma, it’s about emotional intelligence and preparing the body for what the mind already knows. It’s about preparing your nerves as much as your notes.