29 September 2026
Business at the Limit: How to Lead Successfully Under Pressure
How can individuals and companies remain capable of taking action when pressure and uncertainties push them to their absolute limits? The business event, held in the memox Hall at Novu Campus at The Circle - which was fully booked with over 130 guests - focused on the question of healthy performance near the limit in everyday business life. In addition to the usual collaboration between the ZRH Community - which includes all employees of companies at The Circle and Zurich Airport - and the FRZ Zurich Airport Region business network, Switzerland’s largest HR trade magazine, HR Today, once again participated as a partner.
Discipline stems from genuine passion
In his impressive keynote address, Swiss-Ecuadorian extreme mountaineer Karl Egloff traced his journey toward setting world speed records on the highest peaks of every continent - the so-called “7 Summits.” In doing so, he also offered candid insights into personal and athletic setbacks.
For him, the key to sustained peak performance - in both work and sports - lies not in cold calculation, but in daily enthusiasm: “Passion is what it takes. The passion to get up every morning and do the same thing all over again. I want to get better, I want to go higher, I want to be faster.”
At the same time, Egloff emphasized that striving for top performance without preparation and a strong team is reckless. To maintain room to maneuver in extreme situations, one must systematically and continuously expand one’s comfort zone, rather than leaving it rashly. “We have to make our comfort zone large enough to accommodate the extremes,” Egloff said. “I’m usually pushing myself to the limit during training before I set out on an expedition, not during the expedition itself. Applied to the reality of leadership, this means: You prepare so well that you can handle even challenging situations without pushing yourself to or beyond your limits.”
A constant limit leads to unproductivity
The fact that this principle is still sometimes misunderstood in the business world became clear during the subsequent panel discussion. Daniel Landert, a member of the executive board of the Swiss Air Rescue Service (Rega) and head of jet operations, presented a clear counterargument to the constant pressure to perform at the highest level in the workplace: “Performing at the limit all the time is unhealthy and unproductive. We don’t have to chase one limit after another. Because once you’re at your limit, your scope for action narrows almost automatically. What we need is as complete an overview of the situation as possible at all times.” Landert therefore believes that the main task for managers is to take corrective action in a timely manner and build a sense of security in day-to-day operations.
Moderator Lukas Herzog, who is responsible for the ZRH Community’s business events, then asked all panelists the closing question: What should all the managers in the audience do if they find themselves sitting in the office tomorrow morning and have to admit, “My team and I are currently operating at our limit?” Landert replied: “My specific advice: Hit the brakes. Slow the team down and take time to analyze the situation. Because it’s no use if the short-term goal is achieved but the team burns out in the long run.” Psychological safety arises above all outside of such crisis situations: “We don’t reveal enough of ourselves in business. We need closeness and humanity. This creates a sense of safety where you can later openly admit when you’re overwhelmed.”
The Courage to Change Course
Karl Egloff illustrated just how closely this insight relates to the practice of extreme sports with a decision he made on Mount Everest this spring. Despite two years of preparation - and even though he had failed once before - he abandoned his world record attempt because his climbing partner developed altitude sickness and had to stay behind. “I took a deep breath and heard my son’s words: ‘You don’t have to prove anything to me anymore, Dad. Just come home,’” Egloff described the turning point. His takeaway for leadership practice: “Living on the edge isn’t healthy. We have to make sure we can also step back.”
This sense of responsibility also shapes his planned retirement from his career within the next one to two years. “When I come home from ‘work,’ everything starts from scratch again. I want to be a good father and husband. As for all those trophies - they can just rust away.”
Holistic health as a foundation
Livia Altmann, former captain of the national women’s ice hockey team - with which she won Olympic bronze in 2014 - and founder of the consulting and coaching firm Human Intelligence 2.0, emphasized this point. She reminded the audience that sustainable performance requires a healthy foundation. Her central credo sums up this attitude: “We are human beings, not human doings!”
She warned against narrowing the focus within a company solely to cognitive performance. “Today, performance often takes place only in the mind. Those who don’t take care of their bodies, circulation, sleep, and rest cannot perform sustainably.” She advised leaders to sharpen their own awareness and listen more within their teams: “As a leader, you often feel like you always have to come up with a solution first. Sometimes it simply helps to listen and ask how employees are doing emotionally.” She also recommended a step-by-step approach for everyday life: “Do something small but challenging every day. That helps you steadily expand your comfort zone.”
Precision and Risk Management Under Pressure
Aviation pioneer Maurizio Folini demonstrated just how important adaptability and trust in complex systems are. As a helicopter pilot, he holds the world record for the highest rope rescue on Mount Everest at 7,800 meters above sea level. Under extreme pressure, he shifts into a clear mental state: “When I’m flying a helicopter, I function like a machine - at the same time, my experience allows me to flexibly adapt processes and checklists in unpredictable situations.”
For everyday business operations, Folini advocated for flexibly adapting rigidly established processes when the unexpected occurs and for drawing on each individual’s expertise: “As a business or team, it’s important to recognize something in every person. Everyone has their own ideas, and recognizing that is crucial to the team’s success.” Even in extreme situations, there’s a constant need for alternative courses of action: “In Nepal, we don’t just have a Plan A and B - we also have a Plan C or D. We have different options that we need to try out if we want to succeed.”
Valuable insights and lively discussion
The lively discussion, the numerous questions from the audience, and the frequently mentioned enjoyment of the evening underscored the genuine added value for day-to-day leadership. During the reception that followed, the more than 130 guests took the opportunity to engage in in-depth and lengthy conversations. The speakers also mingled with the participants and continued the inspiring exchange late into the evening.
All information on the two upcoming ZRH Community business events this year: Events
