In 2003, psychologist Susan Nolan Hoeksema shone a light on the "Epidemic of Overthinking," revealing that 73% of 25–35-year-olds were grappling with this mental hurdle.  Read More

In our current era, marked by heightened stress and uncertainty, those numbers are likely on the rise. Today, let's delve into the serious matter of overthinking.

Decoding Overthinking: Recognizing the Signs

In my coaching work with executives, I see firsthand how leaders grapple with decision-making in an ever-changing and unpredictable environment.  This can lead to “Overthinking”, which manifests itself in repetitive and unproductive contemplation, fixation on past mistakes, and anxiety about the future. Although not classified as a medical condition, its association with anxiety, depression, and substance abuse cannot be ignored.  Importantly, if these feelings become more generalized, or debilitating, advice from a health professional may make sense.

Navigating the Bias: A Leader's Struggle

As someone who identifies as an overthinker, I've often sensed a societal bias against analytical decision-makers. Our culture tends to favor those who make intuitive decisions, especially as they ascend the leadership hierarchy. As a leader, I have also seen teams get stuck in “analysis paralysis”.  Finding an equilibrium between intuition and analytical rigor is crucial for effective leadership.

Strategies for Finding Equilibrium

1. Stay Present: Acknowledge that the past is a teacher, not a crystal ball, and the future is a collection of uncertainties.  Researchers at the University of South Florida found that an eight-minute mindfulness intervention improved performance in stress-simulating games.  Read More

1. Take a Cognitive Walk: Enhance cognitive abilities and mental health by engaging in exploration during a stroll. Nature has a unique way of fostering clarity.  Researchers at Stanford measured a 60% increase in creative problem-solving after walking outdoors.  Read More

1. Ask for Help: Destigmatize overthinking by openly discussing it. Seek support from colleagues to redirect your thoughts when needed and reciprocate when you notice it in others.  Leaders typically resist asking for help because it makes them feel incompetent.  At the same time, most leaders would like to help others more than they are asked to.  A great read from a Stanford Psychologist on why asking for help feels hard:  Read More

Embracing Complexity: Accepting the Unresolved

Lastly, appreciate that some problems defy simple solutions. Embrace complexity, collaborate with your team, and acknowledge that not every challenge has a neatly packaged answer.  Acknowledge that some business problems do need time and rigor.  Leaders:  whether you lean towards intuitive decision-making or analytical thinking, have an open conversation about the level of rigor you expect and listen to the front-line thinkers to help them find the analytical altitude for their recommendations.

In summary, Overthinking is a common behavior that can be overcome with the right insights and support.  Stay present, get moving, and ask for help!