The public humiliation of a young goalkeeper shows how quickly leadership can slip into a culture of fear under pressure. Those who punish mistakes immediately destroy trust and take away people’s courage to realize their potential. Psychological safety is therefore not a “soft” factor, but the foundation for real performance.
Nagelsmann’s public criticism of his players shows how quickly leadership can focus on deficits. Yet research on the Pygmalion effect shows that people perform better when their strengths and potential are emphasized. Coaches like Kompany or Flick therefore rely more on trust rather than public criticism.
With the first Vendée Globe, Oliver Heer and his team have written sailing history. Now the next chapter begins on the journey back to the «Everest of the Seas». JENEWEIN is supporting him as his mental performance partner.
The Olympics show that talent and skill may bring athletes to the starting line—but they do not decide who wins gold. Under maximum pressure, those who remain mentally present and can manage their emotions prevail—what psychology calls emotional agility. This very ability to act clearly despite pressure is also what determines extraordinary performance in business.
Lindsey Vonn’s comeback powerfully shows what is possible when people believe in themselves and keep fighting despite setbacks. At the same time, her serious crash raises an important question: Where does courage end—and where does recklessness begin? Sometimes it doesn’t just take strength to push through. It can take even more courage to recognize your own limits and say: Not yet.
In elite sports, we increasingly see a new pattern: the best athletes are fierce competitors on the field—and often close allies off it. Research shows that this form of “coopetition” (cooperation and competition at the same time) accelerates the learning curve and promotes peak performance. Those who see competitors not only as a threat but also as a source of learning develop faster—a mindset that is still far too rare in business.
Novak Djokovic once again shows that peak performance does not fail first because of the body—but because of the stories we tell ourselves. While many have long written him off because of his age, he continues to write his own narrative—driven by self-efficacy and a deep belief in his own capabilities. Performance follows identity.
Leena Nair, CEO of Chanel, demonstrates the power of a simple principle: genuine interest in people. Research on Leader–Member Exchange and perceived recognition shows that employees are significantly more motivated and loyal when they feel seen as individuals. Leadership therefore is not just about managing people—it is about truly knowing them.
The heliotropic effect shows that just as plants grow toward the light, people also orient themselves toward positive energy. In organizations, employees therefore tend to follow those who give energy—“energizers”—and avoid those who drain it. Leadership is therefore not only about delivering results, but about creating an environment in which people find energy, direction, and confidence.
More and more men—including those in top management—are undergoing cosmetic procedures. Studies on the beauty premium effect show that attractiveness is often unconsciously associated with competence, while video calls can intensify the focus on one’s own appearance through Zoom dysmorphia.
Yet lasting impact does not come from external optimization, but from inner development: competence, character, and maturity carry further than a perfect face.
Moving Mindsets
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