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It is EURO Football time. For many million football fan-Coaches it’s season to critic and discuss everything about their team. For some of you Executives also, when you start thinking about why teams are successful today. And how teams are built successfully. Even for Sport Scientists it is high season. Not only because of the Training Theories, this may be the basis for the physical achievement of the player. Above all, however, also from the point of view of the Psychology and/of Motivation.
Today the Management of bigger organisations is often still led centrally. This means that the CEO tells the strategy and the direction of the company and to bring the employees to follow it. But how contemporary is this kind of leadership in times of the changing generation and of networks? Maybe we can also enrich this with some Sport-Scientific thoughts. Some Manager-Seminars focus themselves on well-known single extreme sportsmen. Here the participant learns to be strict with himself and to the environment, so that he succeeds. If you transform this into company culture is possibly obvious, why according to studies 2/3 of all employees are dissatisfied in companies, feel not understood or not given notice. Is the key to a sustainable leadership of an organisation then rather the team sport? Certainly some of you have experienced here already the team education seminars somewhere in the nature, which aim this as the aim itself. Maybe these Incentives have also improved the departments’ atmosphere. But also the results? Did any employee stay longer in the company? Asked about his job in the National Team Germans’ Thomas Müller gave recently answers such as
„You must integrate the (young) player’s types also beyond the place into the soul of the team“ or “everybody must feel fine in the group, only then he functions“. Any team in the EC is more than the team itself. It is an organisation which exists in the inner circle of the team, the coaches, the physio team and the responsible supervisors. The aims are clear, but decisively are the soft, psychological factors of the single lead players. These are concerned by different people. Within the team by experienced leadership players and by the responsible supervisor and physio team. Why do you not even use the opportunity to think about transferring your department in such an organisation? You may meet the Generation Y there. However, does not stop with the team, players’ responsibilities and the coach. It’ll be more interesting and absolutely more up-to-date when the leadership player becomes with the tasks of the supervisors, the physio team and those for your organisation. There will be originate achievements and needs which cannot be covered by HR in future.
Those tasks can form a new cultural atmosphere, which is mostly missed in companies from 100 people on. But in the change of generation this become absolutely necessary. Ask yourself, who has which duties in the team, how these tasks support the coach, the teamleader and the team? Which responsible persons are necessary, besides, for the psychological factors for the achieved performance? Who are the lead players or who should hold this role really?
Yes, your whole organisations are possibly fast turned upside down. But, nevertheless, it is only a game, or possibly not? At last there’s still the question which role plays the other team in your match, actually? Is it your competitor? And the audience? You understand the audience, that’s my hope, as your customer!

Markus Eckhardt, Sport Scientist, Learning- & Motivation-Psychology, longterm GM/-Management experienced …