From fire-fighting to foresight – it’s time to lead beyond dopamine

We see it everywhere: dopamine surges, decisions are made in haste, and firefighting becomes business as usual. In times marked by crisis and constant turbulence, it’s understandable – but risky – that many leaders gravitate toward the things that offer an immediate sense of action.

It’s what we call dopamine leadership.

The consequence? Organisations end up in a perpetual survival mode, where firefighting takes priority over strategic development.

When leaders are caught in the crossfire between change and stability, clean-up and innovation, short-term versus long-term thinking, success can feel unattainable.

As a result, many unfortunately seek refuge in what’s familiar – the fast adrenaline rush of feeling decisive and busy.

Three signs of dopamine leadership

In her book Dopamine Nation, Anna Lembke describes how the brain seeks quick rewards – a mechanism which, in many companies, translates into a culture where leaders constantly respond to emails, attend meetings, and tackle urgent issues because it provides a sense of effectiveness.

She argues that we’ve become increasingly addicted to constant stimulation – a habit that prevents deep focus, prioritisation, and long-term thinking.

Many leaders thrive in high-intensity environments, where daily crises generate momentum. They make quick decisions, reply to emails instantly, and focus on the most urgent tasks. But when leadership becomes primarily reactive, the organisation loses strategic direction.

Signs of dopamine leadership often include:

1. Structures and processes are sidelined in favour of quick decisions
2. Priorities are based on urgency rather than strategic importance
3. Daily operations rely heavily on the continuous presence of leadership.

The result is an organisation stuck in survival mode, where strategic development is consistently deprioritised.

And when leadership or the board finally takes a breath, they may realise that while they were dashing from one emergency to the next, their competitors have outpaced them by focusing on real transformation.

The real art of leadership

Today’s leadership challenges are marked by uncertainty, dilemmas and constant trade-offs. A skilled leader can pause, reflect, challenge assumptions (their own and others’), sort through crises – big and small – and choose when to hold steady and when to pivot.

An organisation that can both stand firm in its core values and adapt to shifting market conditions is far better equipped to navigate an unpredictable world.

To move away from dopamine leadership, organisations can focus on:

• Strategic priorities over constant firefighting. Leadership must distinguish between short-term challenges and structural changes to better position the business for long-term growth.
• A strong core business with agile structures. Sustainable growth in a fast-changing world requires a solid strategic foundation alongside the ability to adapt quickly when necessary.
• Enterprise-minded everyday heroes. True leadership isn’t about extinguishing small fires already under control. It’s about prioritising what benefits the organisation as a whole and thinking cross-functionally and long term.
• Presence and team spirit. Build the best team around you. Take time to coach and support, so more people can make the right decisions and help drive execution and direction.

This way, you create calm in the organisation – without losing momentum.

From firefighting to conscious leadership

Today’s business environment is unpredictable and complex. But leadership shouldn’t be about feeling indispensable in a crisis – it should be about avoiding crises where possible, and recognising the real ones when they come.

Dopamine leadership may feel productive in the moment, but it’s a short-term fix.

In the long run, it’s strategic balance, foresight, and the ability to create calm that build the most successful organisations.

Read the article in Danish.