Think Well, to Feel Well, to Perform Well

“To perform well, you first need to feel well. And to feel well, you first need to think well.”

This idea, shared by Argentine neuroscientist and leadership expert Estanislao Bachrach, captures one of the most powerful lessons modern neuroscience offers to anyone in a high-performance role.

Your thoughts create emotions.

Your emotions shape your behavior.

And your behavior determines your results.

This chain of cause and effect plays out every day—whether you’re closing a deal, leading a team meeting, managing stress after a rejection, or navigating the ups and downs of a fast-moving market.

Those who learn to manage this sequence gain a real edge—not only over competitors, but over their own limits.

The Tennis Player Who Lost Before the Point

Picture a tennis player stepping up to serve after a double fault. His thoughts spiral:

“I can’t afford to mess this up again.”

“This always happens in pressure moments.”

“Something’s off today.”

These thoughts create anxiety and frustration. His muscles tighten. His breathing changes. His attention narrows. And the next serve is another error—not because he lacks talent, but because his thinking triggered an emotional and physical chain reaction.

Elite athletes train their minds as rigorously as they train their bodies. They know that performance begins with mental preparation.

They think objectively. They remind themselves of the truth: “I’ve practiced this serve a thousand times. There’s no reason it should go wrong now.”

That simple shift in thinking changes everything.

When you change your thought, your emotion follows.
When your emotion changes, your body relaxes.
When your body is calm, your behavior improves.
And when your behavior improves, your results change.

This is not magic—it’s neuroscience. Your brain responds to what you believe. Fear tightens your muscles. Doubt shortens your breath. But clarity and truth create space: space to move, to breathe, to perform.

Whether you’re stepping into a big meeting or leading a difficult negotiation, remember this chain:

Thought → Emotion → Body → Behavior → Result

Start with the right thought—and let the rest follow.

Sales Is No Different

A loan officer prepares to call a key prospect and thinks:

“They probably won’t be interested.”

“I’m behind on my numbers.”

“What if I can’t handle their objections?”

Anxiety builds. Confidence fades. The voice tightens. Listening drops.

Even if the product is solid, the performance suffers.

Now imagine a different thought sequence:

“I’m here to understand their needs.”

“Every call helps me improve.”

“I’ve helped others—I can help them too.”

That shift in thinking produces calm and clarity, leading to a more connected, confident interaction. The message lands better. The outcome improves—even if the close doesn’t happen on the spot.

The Leadership Takeaway

Leaders aren’t just decision-makers—they’re emotional thermostats for their teams.

Your mindset sets the tone. Your emotional state spreads.

The way you manage yourself influences how others show up.

That’s why training your mind is no longer optional. It’s part of leading.

How to Train Your Thinking

• Notice your thoughts before important moments.
  Ask: “What am I thinking right now? Is this helping or hurting me?”
• Use better mental scripts.
  Prepare three short thoughts you can rely on to reset and refocus:
  “I bring value.”
  “I focus on what I can control.”
  “I’m here to connect, not convince.”
• Protect your energy.
  Mental sharpness depends on physical readiness. Sleep, nutrition, and movement matter.
• Build reset rituals.
  Before calls or meetings, take three deep breaths.Walk away for two minutes.
  Visualize a win.

Final Reflection

High performance does not start with motivation. It starts with thought management.

If you want to show up at your best—and help others do the same—remember the chain:

Think well. Feel well. Perform well.

That’s where leadership begins.