Bonding and relationships as the basis for performance

“Marcus Riecker is an HR manager with over 30 years of experience in various companies, from owner-managed SMEs to large corporations, coach (career development and CV coaching), keynoter and speaker on topics relating to employer branding, recruiting and retention”

Our joint interview was about retention and relationships – in both private and professional life. Mr. Riecker piqued my curiosity during his presentation at ZP Europe 2025: “Retention starts at home and works in companies – what retention and silver wedding anniversary have in common”.

“The topic of relationships and loyalty has been on my mind for a long time. I experience time and again in companies how quickly this can get lost,” Mr. Riecker begins our conversation. “Especially in times that are characterized by hectic or economic pressure, the much-cited ‘open-door policy’ often turns into a ‘closed-door policy’.” Doors remain closed, contacts are viewed with suspicion as if they could be used against you. The opposite is the case: right now, we need spaces in which trust can grow.

“Relationships and loyalty are not only key in private life, but are also the basis for success in companies. It’s not enough to put out a fruit basket or offer a few benefits. People immediately sense whether they are welcome. This gut feeling arises as soon as they enter a company: ‘This is the right place’ or ‘something is wrong here’. This happens even before any onboarding program begins,” says Mr Riecker, summarizing the topic.

This is why he believes it is so important for managers to set the framework – through appreciation, respect and setting a genuine example. Critical issues must be allowed to be discussed, “always in a way where you can still look each other in the eye afterwards. Because if the personal level is damaged, then it becomes almost impossible to clarify factual issues constructively,” says Mr. Riecker in the interview.

Many different personalities come together in companies – introverts, extroverts, critical or even sometimes depressed people. The trick as a manager is to create a culture in which everyone feels seen and respected despite this diversity. This is not easy, especially when the management span is large, but Mr. Riecker has experienced it time and time again: “With a positive attitude and genuine interest, it works.”

For Mr. Riecker, it was particularly nice that even his wife – through conversations with employees – received feedback such as: “Your husband deals with issues so positively, he takes us seriously, he creates trust.” Sentences like this show: “It’s worth investing in relationships and commitment. Because in the end, what remains is not the fruit basket, but the feeling of being seen and valued.”

What is the importance of leadership, Mr. Riecker?

“For me, leadership always means moderation. I see it like an orchestra: many excellent musicians can play at the same time, but without the conductor there is a risk of disharmony at some point,” explains Mr. Riecker. It’s the same in a company. People interpret behavior differently, react emotionally – and suddenly misunderstandings arise.

As a manager, Mr. Riecker has always placed great value on an open feedback culture, and gives an example: “If I notice something, I address it early on – constructively, in the right setting.” He expects the same from his employees, “that they also come to me if something is not right. This only works if there is a genuine culture of trust. Only then do people dare to honestly express criticism or perceptions. My job is to deal with this professionally and make it clear: Anyone who voices criticism will not be punished, but taken seriously.”

This is particularly crucial in the first 100 days of a new management role. Many managers make the mistake of immediately wanting to turn everything upside down: “Before we went left, now we’re going right,” says Mr. Riecker. “You don’t take people with you. My advice is always: observe, listen, ask questions – first understand, then shape.”

When bonding succeeds, performance results. For Mr. Riecker, a relationship in a company always means ‘being connected’. For him, this has nothing to do with romantic idealization, but with meaning and belonging. Of course, not every employee will arrive at Maslow (Maslow’s pyramid of needs) in self-actualization – for many it is about security, care, family. But what unites everyone is the desire for respect and appreciation. Whether engineer, fitter, janitor or cleaner – they all play their part in success. “As a manager, I have the responsibility to recognize that,” summarizes Mr. Riecker.

He cites an example that still touches him today: “John F. Kennedy visited the Space Center and asked an employee who was mopping the floor what he was doing here. His answer: ‘I’m helping to put a man on the moon. For me, that is pure bonding – the feeling that even the smallest task makes a contribution to the big picture.”

When we create this connection, culture changes noticeably. Appreciation is not a nice add-on, but the decisive lever for loyalty, performance and culture.”

How can we rethink attachment and relationships, especially in times of AI?

The topic will become even more important in the future. “It’s often the small questions that trigger the biggest aha moments,” says Mr. Riecker. Many employees are involved in associations, take on responsibility or bring skills with them that are hardly noticeable at work. Anyone who recognizes this understands motivation in a new way – and creates loyalty.

This is precisely where the topic of relationships and bonding comes in: perceiving people as people.

“Especially in times of AI and automation, HR managers must consciously keep the human element at the center. Systems and technologies relieve the burden of standard tasks, but they also create freedom: more time to see people and understand their needs over the course of their lives,” explains Mr. Riecker. Young talents want to pursue a career, parents want flexibility, later on issues such as care play a role. All of this is changing – and as a manager, I only notice it if I stay in touch.

Sometimes a small question is enough: “How are you really doing?” or a genuine interest: “I see something is bothering you – would you like to talk? Can I, can the company do something?” Mr. Riecker points out. This creates trust and a relationship.

He shares an example that he recently experienced himself: “A manager in logistics that I accompanied not only knew almost 100 employees by name, but also knew personal details: “How is your daughter? How did the soccer match go at the weekend?” – These small bridges build a climate of trust.

He summarizes: “This behaviour is not self-evident, but it can be learned: anyone who takes notes, collects points of contact, asks employees after a training course what they have taken away or follows up with genuine interest after an illness is showing real, authentic interest.” This is noticed – and appreciated.

For Mr. Riecker, it is this honest, personal contact that creates loyalty and motivation. “Not a superficial ‘All good? Nice to have you back’, but genuine listening and taking things on board. That is leadership that creates trust and shapes culture.”

His stress tip:

His credo: “If you’re in a hurry, go slowly.” (Lothar M. Seiwert)

In stressful situations, I consciously take a step back to come to myself and sort myself out again.

I try to slow down in hectic situations “so that we don’t run off in the wrong direction,” explains Mr. Riecker.

Mr. Riecker uses meditation for himself personally, “putting on the headphones and listening to myself” gives him strength.