When we think about great works of engineering, we are often struck by the sheer loads structures can bear. From skyscrapers housing thousands of people and businesses to bridges carrying constant flows of traffic, what makes them work is not just strength, but a clear understanding of tension and tolerance.
The same principles apply to leadership. It is about knowing what pressures can be sustained, and what systems need to be in place to support them. Think of your business as a structure under load. Tension is the force being applied, while tolerance is the degree of flexibility within the system.
Force Versus Flexibility in Practice
A good example of this is delivery cover capacity. The need to stay within budget and manage driver logistics creates tension. The ability to reallocate staff, adjust groupings, or deploy support differently represents tolerance. Another way of looking at it is force versus flexibility.
In any engineered structure, not all components carry the same weight. Some elements are designed to be load-bearing, taking on the greatest share of pressure, while others provide support, stability, or flexibility around them.
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When Systems Are Under Pressure
Most problems arise when tension exceeds what the system can reasonably carry. This can be expected, such as during peak periods, or unexpected, such as sudden staff absence or supply chain changes. In either case, systems need to be designed with overload in mind.
Certain roles, processes, and systems are naturally load-bearing. Senior leaders, key operational functions, and critical processes such as delivery, finance, and operations are designed to hold significant pressure. Effective leadership involves understanding where the load should sit and ensuring it is distributed appropriately. This may mean strengthening key load-bearing areas through investment or redistribution.
For leaders, this means creating space for professional judgement, allowing movement in delivery timelines where appropriate, and being prepared to reallocate resources quickly. If we return to the analogy of the loadbearing bridge, one of the most important elements of its design is flexibility.
Bridges are not built to remain completely static. They are designed to move, to flex under pressure and to respond to changing conditions such as wind, temperature and shifting loads.
Building Resilient Organisations
In engineering, resilience comes from understanding how a system behaves under stress and designing accordingly. In leadership, it comes from recognising how people and organisations respond to pressure and adjusting the balance deliberately.
Strong organisations do not find the right balance by accident. They are designed with intent. They are tested through experience, and they are continually adjusted as conditions change.
Tension is not something to eliminate, and tolerance is not something to maximise. The role of leadership is to manage both, ensuring that the organisation can operate effectively not just when conditions are stable, but when they are stretched.
