A lecture for organisations · 90 minutes · On site / Online
Mental Tools and Habits for High Performance
Your people are not lazy and they are not fragile. They are working under a load that has not let up, and the strongest performers are the ones quietly fraying first. This lecture treats mental habits as a performance question rather than a wellbeing one, because the cost of a depleted team shows up in decisions, errors and missed deadlines long before anyone calls it burnout. It also refuses the easy version, where overload is framed as a personal failure of resilience. Alex Slutsker, a business consultant, separates what a person can control from what the organisation is causing.
The content is matched in advance to your audience and goals on a short fitting call.
- Duration
- 90 minutes
- Format
- On site · Online
- Built for
- Employees, Executives
What your audience takes away
- ▸Protect a block of deep work inside a day full of interruptions.
- ▸Separate the load you can control from the load the organisation creates.
- ▸Set boundaries on chat and phone without looking uncooperative to your team.
- ▸Recognise your own early warning signs before performance drops and errors appear.
- ▸Run a small habit for weeks instead of collecting another set of insights.
Who this lecture is for
Booked mainly by HR and welfare functions looking for content that prevents burnout rather than commemorating it, and by high load operational organisations, hospitals and medical teams, call centres and service floors, emergency and security bodies, where the pressure is structural and permanent. It also fits companies that describe the problem as a time problem, where days fill up and nothing important moves. Executive teams take it as a performance session rather than a wellbeing one, and kick off days use it as the substantive hour.
Who delivers the lecture
Alexander Slutsker
Business consultant, entrepreneur and founder of Mobius Business Solutions
- ✓14 years of entrepreneurship and consulting, dozens of businesses and managers accompanied in Israel
- ✓MBA in Hi-Tech and Entrepreneurship
- ✓BBA in Marketing and Finance
What organisers say
Alexander's lecture is simply a must for every pre-army programme or youth centre. Our young people received an amazing, practical toolbox for adult life. The content is delivered in a fascinating way, at eye level.
How booking works
- 1
Get in touch
Send a WhatsApp message or use the form, with the date, the audience and the setting.
- 2
A short fitting call
On the call the content and examples are matched to your audience and goals.
- 3
The lecture is delivered
On site or online, 90 minutes, questions from the room included.
Worked with
- Google for Startups
- הבית לעסקים של עיריית שדרות
- Microsoft Reactor
- GameReady
- SderoTech
- IUCEL
- Resilience & Health Innovation Hub
- International Resilience Institute of Sderot
Want this lecture at your organisation?
Send a message with the date and the audience, and a short fitting call matches the content to your organisation.
More lectures in this area
Frequently asked questions
Our overload is structural. How do you teach coping without implying it is the employee's fault for not being resilient enough?
By naming the split out loud at the start. Part of the load is created by how the organisation assigns work, sets deadlines and interrupts, and no breathing technique touches that. What an individual controls is smaller but real, and it is presented as such. Rooms visibly relax once they hear nobody is about to be told to meditate their way out of an understaffed quarter.
We already did a wellbeing session. People liked it and nothing changed. Why would this be different?
Because enjoying a session and changing a behaviour are unrelated events. The test here is whether one small thing is still happening weeks later, so the content stays deliberately narrow, a handful of habits chosen because they survive a bad week. Breadth is precisely what makes wellbeing content evaporate by Thursday.
Does it deal with the constant chat and phone interruptions, which our people say is what actually kills their focus?
Yes, and as the main mechanism rather than a side note. Israeli workplaces run on immediate response, so the useful question is not how to concentrate harder but which messages genuinely need an answer now, and how a team agrees on that together. Individual discipline against a group norm loses every single time.
Is there a part for managers, given that a manager can protect or destroy a team's capacity by how they assign work?
The manager side is included, because most of what exhausts a team is decided above it. Where work lands, how often priorities change, whether the calendar leaves any gaps to actually work in, whether messages arrive at night. A room of employees alone will only ever fix a fraction of the problem.
Our teams have people absent on reserve duty and others covering for them. Is that reality addressed?
It is, because absorbing a sudden absence is a normal Israeli operating condition rather than an exception. The practical issue is what the covering person stops doing, since nobody holds two jobs indefinitely, and that is a decision the manager and the team have to make explicitly rather than letting it default to whoever is most willing to suffer.
Part of the audience is experienced and part is new. Will it work?
Yes. The depth is set in advance on the fitting call, examples are matched to the sector, and the base assumes no prior knowledge. Audience questions give the experienced their room too.