Steady Leadership in Unsteady Times: Resisting the Amygdala Hijack

Perhaps the most worthy and timeless wisdom provided by philosophers, sages and great thinkers is this: We cannot control events, or the behavior of others, but we always can choose how to respond.

This is an apt time for me and for all leaders — especially but not only in healthcare — to keep this at the forefront of our minds as we navigate through uncertainty.‌

‌Many of us have learned  from painful experience how not to respond to negative news or upheaval — that would be by reacting quickly or harshly, without first taking a pause.

‌This undesirable habit has been called an “amygdala hijack.”

The amygdala is a primitive part of our brain that amplifies emotion. It was quite useful for the first humans, as it saved their lives by triggering them to immediately defend themselves, to attack or to run from danger.

‌‌Today such a response is more likely in the form of an immediate emotional reaction or outburst. And in a business setting, it’s often considered highly unprofessional.

‌In fact, Phil Harkins, a CEO, author, and executive coach who has been a mentor of mine, wrote about this in his book, “Powerful Conversations: How High-Impact Leaders Communicate.” He describes the traits of effective and ineffective leaders, stating “Emotional outbursts are a sign of low emotional intelligence and a proven trust breaker.”

‌Indeed. It’s hard to trust someone, or even to share necessary information, when their reactions are unpredictable.

‌The person delivering the outburst  is usually not in control of his or her emotions. Those receiving their vitriol often are shocked, shaken, or fearful, and they will be wary of future interactions.

‌This is detrimental for any leader who wants to be informed, and to have collegial working relationships across an organization.

‌Why am I writing about this now?

Because being non-reactive or maintaining a steady demeanor becomes even more important during times of uncertainty or rapid change.

For example, as we navigate shifting priorities and unpredictable policies under a new administration, it can be all too easy to panic or become reactive. But we must resist that urge.

Rather than respond to every headline or policy proposal in haste, we must first pause to understand the broader implications. This doesn’t mean standing still — it means responding with thoughtfulness and clarity. As leaders, we have a responsibility to listen closely to the people around us: those who report to us, those we collaborate with, and those in the communities we serve. What are they concerned about? How are they feeling?

‌By truly listening, we gain insights we might otherwise overlook — insights that help shape a more informed, strategic response.

‌As CEO, I also see it as my responsibility to speak up on behalf of our organization — not only as a major health system and healthcare provider, but also as one of Ohio’s larger employers.

‌That’s why in July, when I was invited by Health & Human Services Secretary Robert F. Kennedy Jr. to a roundtable in Washington D.C. with three other healthcare CEOs, I saw it as a vital opportunity. I shared what is working in healthcare, what isn’t, and how proposed cuts to Medicaid and Medicare could jeopardize patients’ access to healthcare and potentially threaten the survival of hospitals — especially in rural areas.

‌I went as an advocate, not only for UH and our patients, but for policies that reward health systems for delivering high-quality, cost-effective care. Organizations like ours, which are keeping patients healthier and reducing costs, should be supported. I also emphasized a critical point: in many communities, hospitals are the public health system — and we must ensure they have the resources to fulfill that role.

‌In times like these, leaders across all industries face a constant stream of noise, uncertainty and concerning headlines. But the most effective leadership doesn’t come from reacting to every shift — it comes from staying grounded, attentive, and deliberate.

My advice to leaders in any industry is this: create an environment where your teams remain focused, resilient, and engaged. In healthcare, that means continuing to deliver exceptional care and value to the patients and communities who rely on us — no matter the challenges ahead.

‌At University Hospitals, we will keep listening. And when the moment calls for action, we will act with forethought, clarity, and confidence. That is how we lead through uncertainty — with purpose and poise.