Value-based leadership under pressure: Simon Knoth on clarity, attitude, and psychological safety
- Mar 10
- 4 min read
When pressure mounts, decisions need to be made faster, and uncertainty shapes everyday life, it becomes particularly clear what leadership really means. It is precisely in critical phases that it becomes apparent whether an organization is supported by a stable culture or whether it is being slowed down by internal friction losses.
In our interview series with members of the Jester Advisory Boards, we talk about topics that are currently preoccupying companies, from leadership and team dynamics to the implementation of strategic projects. Our conversation with Simon Knoth focuses on value-oriented leadership in stressful situations, psychological safety in high-performing teams, and cultural patterns that often block transformation and implementation.
Inhalt:
Value-based leadership under pressure
When the pressure mounts and quick decisions are needed: What do you see as the core of value-based leadership, and how can it be recognized in everyday life in concrete terms?
Simon Knoth: For me, the key lies in putting attitude before reflexes. Managers who lead in a value-oriented manner remain clear, respectful, and consistent even in critical moments, even when decisions are unpopular. This is very evident in everyday life. Decisions are explained, not just announced. People are involved wherever possible, even under time pressure. And values are not compromised just to gain speed in the short term. Value-oriented leadership is not reflected in mission statements, but in behavior under pressure. This is precisely where it is decided whether a culture is sustainable.
Psychological safety in high-performing teams
In your experience, what really constitutes psychological safety in high-performing teams, and what is most commonly misunderstood by managers?
Simon Knoth: Psychological safety does not mean harmony or conflict avoidance. In high-performing teams, it is about being able to openly disagree, ask questions, and address mistakes without fear of negative consequences. This is often misunderstood. Psychological safety is not a culture of coddling, and it does not replace performance expectations. It does not come from being nice, but from clarity. Ambitious teams in particular need an environment in which different perspectives can be seen and risks can be addressed early on.
The role of the manager is crucial here. It depends on how people react when someone admits a mistake or expresses an uncomfortable opinion. Those who demonstrate curiosity instead of blame and consciously invite critical voices create trust. And trust is the foundation for performance.
Accepting mistakes during tough times
What role does dealing with mistakes play in times of crisis, and what conditions are needed to ensure that learning happens faster than assigning blame?
Simon Knoth: In crises, how mistakes are handled determines whether an organization learns or becomes blocked. When mistakes automatically lead to blame, everything slows down: communication, decision-making, and innovation.
To ensure that learning happens faster than blame, there needs to be a clear separation between responsibility and guilt. The focus should consistently be on what can be learned from a situation, rather than on who can be held responsible. This requires clear rules, fixed reflection formats, and managers who openly acknowledge their own misconceptions. Only then can a learning culture be created that remains sustainable even under pressure.
When implementation stalls even though the strategy is clear
When the strategy is clear but implementation is stalling: Which cultural patterns most often slow organizations down, and what is the most effective first step to get things moving?
Simon Knoth: In many organizations, the problem lies not in strategy, but in cultural patterns. Typical symptoms include decision-making gridlock due to excessive coordination, unclear responsibilities, and operational chaos without real prioritization.
Often, a lot of work is done, but few decisions are made. Responsibility is passed on rather than taken on. And priorities change faster than teams can gain orientation. The most effective first step is not a new initiative, but an honest diagnosis. Where is the organization losing energy? Where is responsibility being passed on instead of taken on? And which routines are sending contradictory signals?
What managers should specifically improve
Based on your experience, including personal experience, what should managers focus on, and what specific recommendations would you make?
Simon Knoth: Effective leadership begins with self-leadership. How do I react under pressure? What signals am I sending, even unintentionally? Leadership is not only created through decisions, but also through impact.
Clarity is equally important. Fewer topics, clearer priorities, conscious focus. Good leadership often means saying no and protecting your focus. And finally, it's about shaping the framework rather than micromanaging. Don't try to solve everything yourself, but create conditions in which others can take responsibility.
My recommendation is not to try to change everything at once. Choose a clear focus, experiment consciously, observe the impact, and readjust. Leadership becomes effective through consistency, not perfection.
Conclusion
The conversation with Simon Knoth shows that value-based leadership is not a theoretical ideal, but rather a factor of stability under pressure. Psychological safety is not a soft add-on topic, but rather a prerequisite for genuine performance. And cultural patterns determine whether strategy is translated into action or gets stuck in coordination loops. Especially in phases of transformation, culture thus becomes a strategic variable.
About Simon Knoth
Simon Knoth is Lead Excellent Leadership at Emmi Group in Lucerne. In this role, he is responsible for advancing leadership excellence within the organization.
He is also a member of the Advisory Board at Jester Advisory and brings many years of experience in leadership, organizational development, and corporate learning.
As a former partner at Jester Advisory, he contributed to the development of leadership and transformation formats. Today, he continues to support the firm from the Advisory Board with a focus on effective leadership, sustainable organizational development, and corporate responsibility.
Previously, Simon Knoth spent many years as an entrepreneur and co managing director in the field of corporate learning and has more than 15 years of experience in the design and implementation of digital learning and transformation projects for large Swiss companies. He also lectures at Swiss universities of applied sciences.
He studied at the University of Zurich with a focus on management, economics, journalism, and communication sciences.
