Performance is visible on stage. But built in silence. Yesterday at the Area D3 Toastmasters competition in Vevey, four clubs competed. Nyon. Nespeakers. Insights Advanced. International. On stage, you see confidence. What you do not see: • The rehearsals • The feedback loops • The uncomfortable refinements High performance is not charisma. It is discipline. What struck me most was this: The speakers who moved the audience most were not the most theatrical. They were the most

La confiance ne se décrète pas. Elle se construit. Hier, en visitant la nouvelle usine POMOCA, fabricant mondial de peaux de ski de randonnée, j’ai repensé à quelque chose de simple. En ski de rando, la confiance n’est pas abstraite. On fait confiance à son matériel. On fait confiance à son partenaire. On fait confiance au leader de la sortie. Mais cette confiance repose sur : • De la préparation • Des rôles clairs • Une communication explicite • Le droit d’exprimer un doute

Les valeurs ne servent à rien… si elles ne changent aucun comportement. Cette semaine, j’animais une session sur les valeurs en entreprise. Beaucoup de dirigeants disent :“Nos valeurs sont claires.” Pourtant, quand on creuse, on découvre autre chose. Voici 4 signes que vos valeurs ne sont pas opérationnelles : 1️⃣ Elles ne sont jamais utilisées pour arbitrer une décision difficile 2️⃣ Elles ne sont pas liées à l’évaluation de performance 3️⃣ Elles ne sont pas rappelées en cas

I once had to close my own team. Six people. Five years together. Late nights. Shared wins. Hard conversations. And then, one decision. It was one of the hardest moments of my career. Not because performance was bad. But because the system around us was shifting. That day, I learned something uncomfortable. Most companies cut people before they question alignment. Most leaders restructure before they clarify priorities. Years later, I helped a team in Latin America deploy in

If you want less attrition, sickness and disengagement, look at this trio. Clarity what “winning together” means what matters this quarter what trade-offs are acceptable Trust bad news is welcomed early disagreement is safe credit is shared fairly Alignment incentives match collaboration leaders model the behavior team goals are not optional Most teams do not need more motivation.They need fewer contradictions. CTA: which of the three is the weakest in your team today? --👋 H

They did not refuse to collaborate. They protected their time their reputation their chances to be promoted Because the system taught them to. So the team became polite.And distant.And slow. Reflection: what are you rewarding, even if you do not say it? --👋 Hello! I’m Eric Fingerhut, Executive & Team Coach.I help teams turn clarity, trust, and honest conversations into high performance. #HighPerformingTeams #Engagement #Leadership #PsychologicalSafety #EricFingerhut