Add The 2019 WICA Events To Your Calendar Today

WICA recently released the 2019 events and meetings calendar, with the notable addition of the WICA Fishing Derby, renewed for 2019. Mark your calendars with these important dates and plan to join us in 2019! 

January 8, 2019

WICA 2019 Annual Sponsor Program Registration Deadline

Register online at

January 31, 2019 @12:00pm 

WICA Southern California Golf Tournament

Oak Creek Golf Club

Irvine, CA

February 1, 2019  @ 8:30am

WICA Board Meeting

Balboa Bay Resort

Newport Beach, CA

March 21-22, 2019

WICA-WSC Labor/Management Meeting

Westin La Paloma

Tucson, AZ

March 21 – Group Dinner

March 22 – Meeting

May 20, 2019 @ 12:00pm

WICA Northern California Golf Tournament

Chardonnay Golf Club
American Canyon, CA

July 11, 2019 @ 1:00pm

WICA Board Meeting

Hotel TBD

Seattle, WA

July 12, 2019 @ 7:30am

WICA Pacific Northwest Golf Tournament

Washington National Golf Course

Auburn, WA

August 23-24, 2019

WICA Fishing Derby

Columbia River

Astoria, OR

September 15-17, 2019

WICA Annual Convention

Hotel Terra Jackson Hole

Jackson Hole, WY

Leading A Team When You’re Under Pressure

As a leader, much of what you do is relatively forgettable. We don’t mean to insult, but your routine actions on routine days are experienced by your direct reports as, well, routine.

But for non-routine days — the days when you are under the gun, feeling the heat, or pushed to your limits — how you respond under the pressure makes an indelible impression on the people around you. Our latest research shows that your temperament in these crucial moments has a tremendous impact on your team’s performance.

When the hammer comes down, are you calm, collected, candid, curious, direct, and willing to listen? That would be ideal, wouldn’t it? Or would your direct reports describe you as upset, angry, closed-minded, rejecting, or even devious?

We asked more than 1,300 people in an online survey to describe their leader’s style under stress and the impact of that behavior on their work. We found that a large majority of managers and leaders buckle under pressure. Specifically, respondents reported that, when under pressure:

  • 53% of leaders are more closed-minded and controlling than open and curious.
  • 45% are more upset and emotional than calm and in control.
  • 45% ignore or reject rather than listen or seek to understand.
  • 43% are more angry and heated than cool and collected.
  • 37% avoid or sidestep rather than be direct and unambiguous.
  • 30% are more devious and deceitful than candid and honest.

One executive we worked with was adamant and deliberate about creating a fun and supportive atmosphere where his team felt safe to try new things. He saw his role as supporting people and developing talent. And yet, to his surprise, most of his team labelled him a “jerk.” As we described a time when his team found him to be extra “jerky,” he said, “I know what you’re thinking: you’re thinking I’m some sort of hypocrite. But I’m not. Ninety-five percent of the time, I’m the fun, supportive guy I’ve described. It’s only five percent of the time when I lose my temper or forget what I should be doing and I say stupid things like that. Those statements are not an accurate reflection of who I am.”

And while his team agreed he was great 95 percent of time, this non-routine behavior left a lasting impression. His team felt it was those few moments — the five percent of moments when stakes were high, and the heat was on — that revealed the truth about who he really is.

And there’s more to the story. The research found that when leaders buckle under pressure, it doesn’t just hurt their influence, it also hurts their teams. Respondents said that when their leader clams up or blows up under pressure, their team members have lower morale; are more likely to miss deadlines, budgets, and quality standards; and act in ways that drive customers away.

Our research reinforced this. One out of three leaders were seen by their direct reports as someone who can’t talk or engage in dialogue when the stakes grow high. And when leaders fail to practice effective dialogue under stress, their team members are more likely to consider leaving their job than teams managed by someone who can stay in dialogue when stressed. Team members are also more likely to shut down and stop participating, less likely to go above and beyond in their responsibilities, more likely to be frustrated and angry, and more likely to complain.

A leader’s brash communication style also has a domino effect on team morale and psyche. One employee of a large multinational company told us that his direct leaders were terrible in high-stakes conversations, and the more he tried to speak up and engage, the more verbally violent his leaders became. He and his front-line colleagues grew increasingly silent. It was so bad that people adopted the attitude: “They pay me just enough not to leave, and I work just hard enough for them not to fire me.” They also adopted the saying, “$1000/week for hide and seek.” It wasn’t that they were just a little disengaged; they deliberately avoided management, contributed as little as they could get away with, and picked up their check at the end of each week.

Our research reinforced this. One out of three leaders were seen by their direct reports as someone who can’t talk or engage in dialogue when the stakes grow high. And when leaders fail to practice effective dialogue under stress, their team members are more likely to consider leaving their job than teams managed by someone who can stay in dialogue when stressed. Team members are also more likely to shut down and stop participating, less likely to go above and beyond in their responsibilities, more likely to be frustrated and angry, and more likely to complain.

Let’s walk through an example to see how a few simple skills can help a leader be at their best even when the pressure is on. Imagine you’ve just come from a meeting with a customer, your boss, and your boss’s boss – and it didn’t go well. You thought your company’s agreement with the customer stipulated a 15-day order delivery. But that wasn’t what the contract actually specified. The timeframe was 10 days so you and your team have been missing the mark every time. Your boss and her boss were embarrassed and angry and as they left the meeting, put the onus on you to fix the situation ASAP. Now, you have to go back to your team, including the contract officer who originally misunderstood the contract, and get them to put in the evening and weekend work it will require to meet this week’s deadlines.

  • Determine what you really want. You’re humiliated and angry and you blame your contracting officer for the mistake. But before you allow your emotions to take over, stop and ask yourself, “What is it I really want long term, for myself, for the contracting officer, and for the team?” The answer to this question becomes your North Star, the purpose that guides your actions. In the moment, you might feel like proving to the contracting officer that you’re angry, but is that productive over the long term? Instead, focus on a positive destination like “Showing my best self” or “Making sure the team understands my appreciation for the sacrifice I’m going to ask them to make,” for example.
  • Challenge your story. It would be easy to make the contracting officer the villain. Not only does it sound plausible, but it would also make you blameless — a victim, even. You would feel justified in your anger. However, the best leaders challenge their stories. So you could ask, “Why might a rational, reasonable, and decent person make the mistake that she made?” and “What role did I have in allowing her mistake to go unnoticed and uncorrected?” These questions move us from angry judge to curious problem solver, and make us far more effective as leaders.
  • Start with facts. When we’re angry, we lead with our emotions, instead of with the facts. Skilled leaders tamp down the temptation to level accusations, and gather the facts. Specifically, focus on what you expected: the commitments, standards, policies, or targets that were missed. Then, add what you observed: the specific actions with dates, times, places, and circumstances as necessary. Don’t add your conclusions, opinions, or judgments. Because facts are neutral and verifiable, they become the common ground for problem solving.
  • Create safety. When you’re under pressure with your job or reputation on the line, how do you light a fire under your team without showing them your anger? Can you get your team to put in the overtime you’ll need from them without threatening them? The short answer is yes. Our study showed that teams work harder and more effectively if a boss doesn’t lose their temper with them. So you don’t have to threaten. Share your positive intent by saying something like, “This is not about blaming, it’s about fixing. I want us to focus on how we can solve our immediate problem. Then we can circle back to find ways to prevent it from happening again.” By framing your intent, you get your team focused on what they need to do, and not on how they are being mistreated.

When the heat turns up at work, most of us aren’t at our best. If you’ve lost your temper in the past, be easy on yourself. You may do it again. But don’t be discouraged – or complacent. Ask yourself, “When it matters most, who am I?” While it isn’t easy to step up to your best self under pressure, it is incredibly important. These are defining moments for you and for your team.

WICA Annual Sponsor Program Enrollment Now Open

The WICA 2019 Annual Sponsor Program is now open for enrollment! Register today and take advantage of the benefits the Annual Sponsor Program has to offer. The WICA Annual Sponsor Program is designed to increase the visibility of your company among WICA members while also supporting and enhancing WICA events throughout the year. WICA is expanding the Annual Sponsor Program in 2019 with additional opportunities for exposure through the WICA Website and Monthly eNewsletter. As we approach the new year consider becoming a WICA Annual Sponsor. 

All Annual Sponsors Receive:

  • Logo placement on the Annual Sponsors Banner, displayed at all WICA events
  • Company name listed as an Annual Sponsor in all event program books
  • Company logo appearing on the WICA Website in the Annual Sponsor scrolling banner and on the WICA Annual Sponsors Page
  • Printed recognition in the WICA newsletter and on the WICA website numerous times throughout the year
  • Vocal recognition at each WICA event
  • An end-of-year report, showing how Annual Sponsor Companies were recognized
  • Company listed in the Annual Sponsor Section of the WICA app
  • Expanded Directory Listing with designation as an Annual Sponsor*
  • Feature in WICA eNewsletter* (Platinum and Gold Levels Only**)

*New in 2019

**Only Platinum and Gold Sponsors are guaranteed a space in the WICA monthly ENEWS. However, Silver Sponsor may be offered the opportunity later in the year, space permitting. 

Companies can customize their sponsorship through three options. 









Logo on WICA Website

Logo on WICA 2018 Annual Sponsor Banner

Live Recognition at events

Recognition on WICA App

Company name in each event’s program book

Company name on sponsorship sign at events

Recognition in the WICA eNewsletter

Expanded Individual Profiles in Company Directory Listings




Golf Hole Sponsorship valued at $300/each




Convention Sponsorship valued at $500




Convention Sponsorship valued at $300




Optional Presentation at Annual Convention


Feature in Monthly ENEWS


WICA members who choose to be Platinum or Gold Sponsors will have the opportunity to have exposure in the monthly ENEWS. Platinum sponsors will have the option of providing a 300 word article that will be featured on the WICA website. These articles will focus on industry related business. Gold Sponsors will have their logo displayed in the ENEWS. The logo will link to a WICA page that will have a 200 word company bio and company representatives. 

The expanded directory listing will include an optional headshot, social media and email links, a brief introduction, and designation as an Annual Sponsor. The number of individuals represented for each company in their directory listing is dependent on the chosen sponsor level. If your company has more than one location each location will be awarded with the same number of listings.  

For more information and a visual example please download WICA Annual Sponsor Guide Here.

If you have any questions please contact Leanna Davis in the WICA office at (801)364-0050, or email