Peter Scherjon grew up in hospitality and now spends his days helping leaders and professionals grow. His starting point is disarmingly simple: build the relationship first, because with true connection anything is possible. What follows is a conversation about discomfort as a teacher, about managing energy instead of time, about the value of an outside eye, and about the honest work of naming what happens in your own inner theater.
What is the essence of leadership talent for you, and how do you recognise it immediately?
For me, the essence of leadership is prioritizing human connection and rapport over substance or performance. I instantly recognize this quality in people who build the relationship first, operating from the fundamental belief that with true connection anything is possible, and without it, nothing is.
‘With true connection anything is possible, and without it, nothing is.’
Which moment shaped you more as a leader than any book or course ever did?
For me, it isn’t one single defining moment, but rather every instance where I get stuck, face an obstacle, tense up, or simply lose my way. I view every situation of discomfort, restriction, or challenge as the exact moment to expand my awareness and grow as a leader, whether that happens in my personal life, in business, or in my relationships with myself, others, our company, or our clients.
What should leaders stop doing because it no longer works in this time?
Leaders should stop using the daily grind as an excuse to focus solely on urgent tasks, recognizing that this chaos actually comes from within. Instead, they must remain agile by prioritizing what truly matters and shifting from managing time to managing energy.
‘Shift from managing time to managing energy.’
Which leadership decision made you or your team visibly stronger?
The decision to consistently bring in external coaches across various areas. It is impossible to stand both in front of and behind the camera at the same time; you need someone else to question you from an outside perspective. While you can self-coach up to a certain point, having someone who challenges you, raises your awareness, and triggers new insights from a completely different vantage point has been the crucial factor in making both me and our team visibly stronger.
What gives you energy in other leaders, and what drains it?
It is twofold. On the one hand, I get energy from leaders who, like me, are eager to listen and learn, who reach out to others, show vulnerability, and dare to admit when they don’t have all the answers. I also get energized by leaders who are highly proactive, take initiative, and lead the way. Both styles can be deeply energizing.
However, what drains my energy are people who place themselves above others and operate with a zero-sum, ‘I win, you lose’ mentality. It is draining when leaders are unwilling to learn or self-reflect, and when they fail to show respect for perspectives and worldviews that differ from their own.
How is AI changing what you expect from yourself and from your team?
I think it is primarily about agility. AI essentially enables us to change more, and at a faster pace. On the one hand, that is a great thing, as it allows us to continuously improve, develop, and grow.
On the other hand, it creates a certain tension. It makes me feel like I will always remain somewhat of a ‘newbie,’ because the environment, the technology, and even what we do for our clients are in a continuous state of development. It is never a fixed state; it is always becoming. That dynamic brings its own kind of pressure, which I personally still find to be quite a challenge.
What do the people who work with you every day know about you that the outside world does not see?
They know that I am still often plagued by insecure thoughts, fear, self-rejection, guilt, and shame, which can take up a significant presence in my ‘inner theater.’ The difference from the past, however, is that I am now aware of these feelings and can openly name them. I increasingly understand how to relate to them and when to act on them, or when to consciously choose not to.
‘I am now aware of these feelings and can openly name them.’
Which insight about people do you wish you had understood ten years earlier?
I wish I had understood earlier that our conscious mind is like a reporter standing outside a massive factory (our unconscious) believing they know and control what happens inside, when in reality, they have very little influence.
While this forces us to accept that our actions are largely driven by forces outside our direct control, acknowledging this very fact is what actually empowers us to navigate our behavior differently. It is a powerful duality where both realities coexist: we must often simply accept ourselves as we are, yet within that acceptance lies the freedom to change how we respond.
What will a bright leader in 2030 do differently from today?
A bright leader in 2030 will view proper self-care, both for themselves and their team, as the absolute most critical success factor. They will actively create space for and encourage this well-being, recognizing that it is fundamentally intertwined with sustainable business success.
Bright Leadership, according to Peter.
For Peter Scherjon, leadership starts with the relationship. He recognises talent in people who build the connection first, and he treats every moment of discomfort as a chance to grow. He asks leaders to stop hiding behind the daily grind and to manage their energy instead of their time. He brings in outside eyes, because no one can stand in front of and behind the camera at once. And he openly names what happens in his own inner theater, because that awareness gives him the freedom to respond differently.
