Lead Human. Build Trust.
Dr. Stephen de Wit helps leaders master relational intelligence to unlock loyalty, reduce friction, and build high-trust cultures where people actually want to stay and succeed.
Transform Performance.
The Friction Lesson
That’s when I learned that silent friction doesn’t scream—it drains. It shows up as hesitation in meetings, disengaged faces on Zoom, and quiet resignation long before an exit interview ever happens.
I used to think leadership meant having answers. Now I know it means asking better (sometimes hard) questions—the kind that surface what people don’t say, the kind that make them feel safe enough to speak.
“We weren’t losing talent because they were tired—they were tired because they were unseen.”
The Permission to Feel
It felt risky to care that deeply. In leadership circles, we’re taught to stay composed, detached, professional. But the moment I stopped hiding my humanity was the moment people started trusting me.
That’s when I learned: authenticity doesn’t weaken authority—it deepens it.
“But, am I allowed to feel this much—at work?”
It Started With a Breakdown
That sentence stopped me cold. Because people don’t need fixing—they need feeling.
When we stopped managing behaviors and started understanding emotions, performance stopped being something we chased—it became something we created.
That realization became the foundation of The Human Edge™.
It started with a frustrated manager telling me, “I’m tired of fixing people.”
From the Chair to the Stage
Then one day, I looked up and realized: the same disconnection I saw in between people, I was now seeing in companies.
That was the bridge—from private conversations to public transformation. Today, I stand on stages helping leaders do what people must: listen, repair, and rebuild trust.
That’s the soul behind The Human Edge™.
I spent years sitting across from people in pain—relationships ending, trust broken, voices unheard.
This isn’t business as usual
I’ve learned that performance breaks down the same way relationships do—through silence, avoidance, and disconnection.
My work invites leaders to step out of familiar positions, loosen their grip on control, and learn how to stay present when things feel uncertain.
Because nothing meaningful changes from the same position that created the problem
