Professional and Career Topics

Leading an engineering firm is a privilege - and a pressure cooker.

As a CEO, you're responsible not just for projects and deadlines, but for the livelihoods of your team, the trust of your clients, and the reputation of your organization. The stakes are high, the timelines are tight, and the unexpected is always waiting.

Stress, in this role, isn't just an occasional visitor - it's a permanent resident. But how you manage that stress determines whether it fuels your performance or erodes it. Over the years transitioning from structural engineer to CEO, I've found a few strategies that help keep stress in check while leading effectively.

1. Prioritize and Delegate Relentlessly

As engineers, many of us start our careers with a "hands-on" approach to problem-solving. But as CEO, the challenge is to step back and let the team own their work. Trying to be the chief engineer, project manager, and business leader all at once is a fast track to burnout.

• Identify your top three priorities for the week - and stick to them.

• Delegate decisions to the right people and trust their judgment.

• Remember: your value is in steering the ship, not rowing every oar.

2. Build a Trusted Inner Circle

The stress of leadership multiplies when you try to carry it alone. A CEO needs a confidential sounding board - whether it's your executive team, a mentor, or a peer network like ASCE's leadership community.

• Use these relationships to test ideas, share challenges, and gain perspective.

• Sometimes, just voicing a problem to someone who understands can cut the stress in half.

3. Protect Your Time for Thinking

Engineering leaders often get pulled into the urgency of day-to-day tasks. But strategic thinking requires mental space - and that space is impossible without boundaries.

• Block "no meeting" time each week to focus on long-term planning.

• Treat this time as sacred as a client deadline.

4. Take Care of Your Physical Health

The connection between physical well-being and mental resilience is undeniable. I've found that a morning walk or gym session isn't a luxury - it's a business necessity.

• Exercise regularly to clear your mind.

• Eat balanced meals and avoid excessive caffeine dependence.

• Keep a consistent sleep routine, even during busy project cycles.

5. Stay Anchored to Purpose

One of the best antidotes to stress is reminding yourself why you do this work. For me, that means remembering that every project we deliver - whether it's a bridge, a tall building, or a road in a hilly region - has a lasting impact on communities.

When you focus on the mission rather than just the pressure, stress feels more like a challenge than a burden.

Closing Thought

Stress in leadership is inevitable. But it's also a sign that what you do matters. The goal isn't to eliminate stress - it's to manage it so it sharpens rather than dulls your leadership. 

In engineering, our structures must be designed to handle loads safely. As CEOs, we must design our own lives and habits to carry the loads of leadership without collapsing under them.

Very well said, Jaher – in your neat presentation of the real-world handling of stresses as a CEO.

Here are some of my thoughts.

Stresses have all different sources coming from diverse directions – affecting everyone in an org in one way or another – irrespective of an individual's position in the hierarchy.

There are those – that affect an individual adversely or negatively. Mistrusts, conflicts, divergence of interests and choices and jealousy are some of the sources. No one wants them – yet they arise for all different reasons. They harm the victim's self-esteem and dignity, both short and long term – putting a dent on productivity, interrelationship, and generally the work culture. Unfortunately some of them find their way to family life.

There are others – that are positive. Some of them are created by an individual. They come from the fact that – each individual create a professional standard for himself or herself. They are not something imposed by boss or any regulation – rather that everyone wants to derive satisfaction for doing what they do, for discharging responsibilities – to belong. They are a common human aspiration. A CEO should understand it in appreciation of contributions.

For a CEO at the helm of decision making and with the responsibility of steering things in the right direction – the stake is huge. Understandably, his or her decisions carry considerable consequences – be it financial, administrative, technical and so on. Therefore promoting, supporting and sustaining the positives to progress forward is so imperative for a CEO – and generally for all.

Handling of negatives – either in the person of a CEO or in the org he or she leads – is much more challenging. Staying calm to view things as they are – in simplicity of purpose and method – should be the norm to ride over – to promote a healthy work culture.

Not to forget that – valuing the importance of balance in everything one thinks and does – and pursuing it diligently – should define the activities of an individual.

Dilip

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Dr. Dilip K Barua, Ph.D

Website Links and Profile

Leading an engineering firm is a privilege - and a pressure cooker.

As a CEO, you're responsible not just for projects and deadlines, but for the livelihoods of your team, the trust of your clients, and the reputation of your organization. The stakes are high, the timelines are tight, and the unexpected is always waiting.

Stress, in this role, isn't just an occasional visitor - it's a permanent resident. But how you manage that stress determines whether it fuels your performance or erodes it. Over the years transitioning from structural engineer to CEO, I've found a few strategies that help keep stress in check while leading effectively.

1. Prioritize and Delegate Relentlessly

As engineers, many of us start our careers with a "hands-on" approach to problem-solving. But as CEO, the challenge is to step back and let the team own their work. Trying to be the chief engineer, project manager, and business leader all at once is a fast track to burnout.

• Identify your top three priorities for the week - and stick to them.

• Delegate decisions to the right people and trust their judgment.

• Remember: your value is in steering the ship, not rowing every oar.

2. Build a Trusted Inner Circle

The stress of leadership multiplies when you try to carry it alone. A CEO needs a confidential sounding board - whether it's your executive team, a mentor, or a peer network like ASCE's leadership community.

• Use these relationships to test ideas, share challenges, and gain perspective.

• Sometimes, just voicing a problem to someone who understands can cut the stress in half.

3. Protect Your Time for Thinking

Engineering leaders often get pulled into the urgency of day-to-day tasks. But strategic thinking requires mental space - and that space is impossible without boundaries.

• Block "no meeting" time each week to focus on long-term planning.

• Treat this time as sacred as a client deadline.

4. Take Care of Your Physical Health

The connection between physical well-being and mental resilience is undeniable. I've found that a morning walk or gym session isn't a luxury - it's a business necessity.

• Exercise regularly to clear your mind.

• Eat balanced meals and avoid excessive caffeine dependence.

• Keep a consistent sleep routine, even during busy project cycles.

5. Stay Anchored to Purpose

One of the best antidotes to stress is reminding yourself why you do this work. For me, that means remembering that every project we deliver - whether it's a bridge, a tall building, or a road in a hilly region - has a lasting impact on communities.

When you focus on the mission rather than just the pressure, stress feels more like a challenge than a burden.

Closing Thought

Stress in leadership is inevitable. But it's also a sign that what you do matters. The goal isn't to eliminate stress - it's to manage it so it sharpens rather than dulls your leadership. 

In engineering, our structures must be designed to handle loads safely. As CEOs, we must design our own lives and habits to carry the loads of leadership without collapsing under them.

Leading an engineering firm is a privilege - and a pressure cooker.

As a CEO, you're responsible not just for projects and deadlines, but for the livelihoods of your team, the trust of your clients, and the reputation of your organization. The stakes are high, the timelines are tight, and the unexpected is always waiting.

Stress, in this role, isn't just an occasional visitor - it's a permanent resident. But how you manage that stress determines whether it fuels your performance or erodes it. Over the years transitioning from structural engineer to CEO, I've found a few strategies that help keep stress in check while leading effectively.

1. Prioritize and Delegate Relentlessly

As engineers, many of us start our careers with a "hands-on" approach to problem-solving. But as CEO, the challenge is to step back and let the team own their work. Trying to be the chief engineer, project manager, and business leader all at once is a fast track to burnout.

• Identify your top three priorities for the week - and stick to them.

• Delegate decisions to the right people and trust their judgment.

• Remember: your value is in steering the ship, not rowing every oar.

2. Build a Trusted Inner Circle

The stress of leadership multiplies when you try to carry it alone. A CEO needs a confidential sounding board - whether it's your executive team, a mentor, or a peer network like ASCE's leadership community.

• Use these relationships to test ideas, share challenges, and gain perspective.

• Sometimes, just voicing a problem to someone who understands can cut the stress in half.

3. Protect Your Time for Thinking

Engineering leaders often get pulled into the urgency of day-to-day tasks. But strategic thinking requires mental space - and that space is impossible without boundaries.

• Block "no meeting" time each week to focus on long-term planning.

• Treat this time as sacred as a client deadline.

4. Take Care of Your Physical Health

The connection between physical well-being and mental resilience is undeniable. I've found that a morning walk or gym session isn't a luxury - it's a business necessity.

• Exercise regularly to clear your mind.

• Eat balanced meals and avoid excessive caffeine dependence.

• Keep a consistent sleep routine, even during busy project cycles.

5. Stay Anchored to Purpose

One of the best antidotes to stress is reminding yourself why you do this work. For me, that means remembering that every project we deliver - whether it's a bridge, a tall building, or a road in a hilly region - has a lasting impact on communities.

When you focus on the mission rather than just the pressure, stress feels more like a challenge than a burden.

Closing Thought

Stress in leadership is inevitable. But it's also a sign that what you do matters. The goal isn't to eliminate stress - it's to manage it so it sharpens rather than dulls your leadership. 

In engineering, our structures must be designed to handle loads safely. As CEOs, we must design our own lives and habits to carry the loads of leadership without collapsing under them.