Between Pressure and Potential: An Environment for Growth

In the world of Formula 1, the Red Bull team is synonymous with high performance and extraordinary results. However, when it comes to young talents, the pressure to perform alongside a phenomenon like Max Verstappen can create a challenging environment, often hindering the full development of rising stars. This dynamic invites reflection on how high-performance environments, whether in sports or major corporations, can transform to bring out the best in each individual without compromising confidence or long-term potential.

Cases such as Pierre Gasly, Alex Albon, and more recently Liam Lawson, illustrate the risks of a relentless approach. Lawson, after being promoted to Red Bull’s main team, faced difficulties in the first two races of the 2025 season, failing to score points and struggling to meet expectations. As a result, he was replaced by Yuki Tsunoda and returned to the partner team Racing Bulls. This experience highlighted the challenges of adapting to such a competitive environment and reinforced the importance of providing adequate support for emerging talents. As with Gasly and Albon, it is essential to acknowledge that various factors, beyond the environment, can influence these drivers’ performance.

On the other hand, there are positive examples showing how a supportive environment can make all the difference. In 2024, Kimi Antonelli, a young Mercedes prospect, made his debut in a free practice session but had an accident in the first few laps. Instead of criticism, team boss Toto Wolff immediately reassured him over the radio, affirming that the incident wouldn’t change the team’s plans. This example, based on widely available information, highlights how emotional support and patience can turn a moment of difficulty into an opportunity for growth. In 2025, Kimi debuted as Mercedes’ second driver, showing solid performance in the early season.

Similar challenges can arise in the corporate world. New employees or leaders are often placed under intense demands before they are adequately prepared. However, there are inspiring examples of organizations that have succeeded in creating environments where individuals thrive, even amid high performance. Microsoft, for example, implemented a “growth mindset” culture based on Carol Dweck’s ideas. This approach encourages employees to learn from mistakes, value continuous progress, and build confidence over time. This strategy has been pivotal in turning failures into opportunities for growth, fostering a more welcoming environment.

Another example comes from General Electric (GE), which for many years ran the Crotonville leadership program. In this program, young talents were prepared through structured mentorships and gradual challenges. The idea was to develop skills and build confidence in stages, with the support of experienced leaders. This approach not only improved individual performance but also created leaders equipped to face bigger challenges in the future.

To reimagine an environment like Red Bull—or any other operating under extreme pressure—it is essential to implement some key practices:

• Establish progressive goals, allowing emerging talents to advance step by step and celebrate small achievements along the way.
• Pair newcomers with experienced mentors who can provide guidance and emotional support.
• Create a culture of constructive feedback, where critiques become learning opportunities rather than sources of demotivation.

Organizations that adopt these strategies not only drive peak performance but also foster environments where individuals feel valued and confident to grow. As leaders—or team principals—the goal should not just be to deliver immediate results but to build a strong, well-prepared team for the future.

Moreover, by transforming pressure-filled environments into spaces for growth, we not only help talents thrive but also create more humane and enduring organizations. The true victory lies not just on the podium or in the financial results but in the positive impact we leave along the way. If you were a leader, how would you transform a high-pressure environment into a space for growth?