Economy, society, security—everything is currently being reshaped. We asked ourselves: how emotionally prepared are organizations for these challenges?

Economy, society, security—everything is currently being turned upside down. We asked ourselves: how emotionally prepared are organizations for these challenges? Research shows that our mindset influences whether we remain successful in uncertain times. Above all, it comes down to confidence: do we believe that the best is yet to come?

With the JENEWEIN Confidence Index, we once again surveyed over 1,000 employees across the German-speaking region to assess their level of confidence. The results are clear: there is immense emotional potential within our organizations—but it is still far too underutilized. In part, because we often focus too much on numbers rather than on people and their potential.

In our report, we make this potential visible—and show how organizations can activate it through active, modern leadership. By examining the emotional conditions for high performance and concrete solution strategies, we complement other indices such as the ifo Business Climate Index or the Gallup Engagement Index.

Confidence may be a buzzword—but it doesn’t happen automatically.

Economic forecasts and employee motivation remain important indicators. But in the end, what truly matters is mindset—and whether we succeed in creating an environment where people stand together with confidence and organizations emerge stronger from crises.

In the report, we have summarized:

• The current state of employees’ confidence

• What differences exist across hierarchies and industries

• How confidence boosts key success metrics in organizations

• Why executives from Volkswagen, Ernst & Young, Talanx, and SICK AG are focusing on confidence

What particularly stood out to us in the course of the study: first, confidence has almost become a hype since our initial publication in 2024. This shows that in times of crisis, we are grappling with the right mindset. There is a movement away from passively catastrophizing circumstances toward actively taking action. All the more reason to strengthen confidence within organizations.

Second: confidence doesn’t happen automatically. It’s not enough to talk about it—or to call for it with raised fingers and appeals. What truly matters is whether modern leadership succeeds in embedding confidence within the organization—through daily actions, collaboration, and decision-making. In the feeling with which we get up in the morning, start our work, and head into the weekend. This is where we see the greatest potential: translating the strong emotional resonance of confidence into concrete action.

Let’s unlock the full potential!

We hope that the findings and practical examples from the study will encourage leaders on their path toward greater confidence and success—and provide inspiration and energy to all those who are tired of constantly talking about crises. To the doers who are convinced that external pressure should not be met with more internal pressure, but with greater humanity. And to the true leaders who show up every day to unlock the full potential of the people in their organizations.

Let’s get to it.

Your JENEWEIN Team