Strength, Performance, and Suppressing Body Signals
The role of a leader carries certain performance expectations: to be strong, resolute, calm, and unshakable. Unconsciously, these expectations lead to the practice of suppressing body signals.
“I’m tired, but I won’t show it.” “I’m worried, but I won’t let it show.” “My stomach is in knots, but I have to make a decision.” In a leadership context, these statements are seen as virtues. But they come at a physiological cost—and that cost accumulates over time.
The Dulling of Interoceptive Awareness
Chronic suppression dulls the interoceptive system. The brain learns: “These signals won’t be processed; they’ll be ignored.” Over time, these signals begin to be perceived with less intensity—or are noticed too late.
Research by Sarah Garfinkel and Hugo Critchley shows that interoceptive accuracy declines with a lack of practice. Just as an athlete loses muscle that isn’t used, unused interoceptive capacity also weakens.
For managers, this means that during the most critical decisions—under high pressure and high uncertainty—bodily signals become the least accessible. Precisely when they’re needed most.
Decision Speed and the Suppression of Bodily Signals
High-demand environments create rapid decision cycles—from one meeting to the next, from one crisis to the next. This pace leaves no room for processing bodily signals.
Within Daniel Kahneman’s System 1/System 2 framework: a fast pace brings System 1 (fast, automatic) to the forefront and eliminates the pause needed to switch to System 2 (slow, evaluative). Body signals are part of the System 2 process—and when that process is shortened, the signals are overlooked.
Research Paints a Different Picture
Research on leadership performance defines body awareness not as a “soft skill,” but as a measurable performance factor.
Richard Boyatzis and Annie McKee’s research on “resonant leadership” (Resonant Leadership, 2005) shows that one of the common traits of high-performing leaders is self-awareness—and its physical dimension. Emotional regulation capacity, empathy, and clear decision-making under stress are all linked to interoceptive awareness.
Practical Interventions
Three interventions supported by research:
Short mindfulness practice: Even 10 minutes a day has a measurable effect on interoceptive accuracy and HRV—as documented in eight-week studies.
Regular physical activity: Aerobic exercise activates the interoceptive system and supports HPA axis regulation.
Pre-decision body scan: The question “What is my body telling me right now?”—a 60-second pause before making a decision—is a simple yet effective integration tool.
“A leader who doesn’t listen to their own body cannot listen to their team.” > Adapted from Richard Boyatzis and Annie McKee, Resonant Leadership, 2005
Cevvela’s Perspective
- The expectation of strength in a leadership role turns into the practice of suppressing bodily signals—and this suppression dulls interoceptive capacity.
- A high-paced decision-making cycle leaves no room for processing bodily signals; at the most critical moments, the body is least accessible.
- High interoceptive awareness provides leaders with measurable advantages in emotional regulation, empathy, and decision quality under stress (Boyatzis & McKee, 2005).
- Mindfulness, physical activity, and pre-decision body scanning are evidence-based practical interventions.
- In this context, coaching can be used to reactivate leaders’ body awareness and integrate it into the performance cycle.
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