No sooner is the year approaching the finish line than they begin again—the forecasting rounds. And while entire teams try to squeeze the future into columns and rows, it has already started to change—faster than we can calculate.
László Polgár demonstrated through his daughters that excellence is not a coincidence, but the result of environment, deliberate practice, and enjoyment. For leadership, this means: it is not talent that determines success, but the culture we create. People grow where they are challenged—and at the same time find meaning in what they do.
Performance and team loyalty are not a contradiction—the real problem arises when performance is used to justify poor behavior. Studies show that this is exactly what often happens: high performers are given more leeway, even when they violate values. But when performance is placed above culture, leadership loses its credibility—and trust is lost.
Vulnerability means showing up authentically—with flaws, uncertainties, and convictions. It is not a weakness, but the foundation for trust, innovation, and genuine connection. But it requires the right environment, because only in a culture of safety can it unfold its full impact.
Michael Schumacher showed early on that true high performance does not arise from harmony, but from constructive friction. By questioning things, setting high standards, and challenging his team, he elevated collaboration to a new level. Progress begins where people have the courage to question the status quo.
Mistakes and feedback often feel threatening because our brain interprets criticism as danger—the “saber-toothed tiger” sends its regards. But those who learn to recognize this reaction and deal with it consciously (“stepping out”) create the foundation for growth. Because performance does not emerge despite mistakes, but through them.
Performance is crucial—but pressure alone does not create high performance. True performance emerges where people act not out of fear, but out of conviction and intrinsic motivation. Leadership must therefore achieve both: clarity in expectations and an environment where people want to perform, not just have to.
AI will automate tasks—but not leadership. Studies show: those who are good at leading people are also best at working with AI. Because in the end, leadership is not about knowing more, but about asking better questions, creating meaning, and connecting others.
Have you heard of “Good Corporate Citizens”?
These are the employees whose calendars fill up incredibly quickly. Six online meetings a day are not uncommon—and before you know it, you’re sitting in back-to-back sessions wondering who invited you and, more importantly, why.
The top-management illusion arises when leadership relies too heavily on metrics and loses touch with reality. Numbers reveal only part of the truth—real leadership emerges when you reconnect with the everyday experiences of employees and customers. Understand rather than just measure.
Moving Mindsets
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