Regeneration is a success factor

Interview with Ms. Martina Voss Tecklenburg, former national soccer player, national coach of the Swiss and German women’s national teams.

In our interview, Ms. Voss Tecklenburg describes how she transfers her experience from top-class sport to the business world – and why a change of perspective is so important there in particular.

In sport, topics such as motivation and appreciation are a matter of course. Without breaks, there can be no peak performance, without clear commitment. In business, on the other hand, “blinkers” often prevail: employees are expected to work – no matter what.

In her keynotes and engagements with companies, she is always surprised to discover that things she takes for granted seem like new insights in companies. Ms. Voss Tecklenburg shares an example: “Many managers assume that athletes are always highly motivated. But even in competitive sport there are phases of demotivation. The key is not to constantly “push”, but to understand the causes: Why is there a lack of commitment or energy?” Applied to companies, she asks: “Why is the intrinsic motivation, the bond or the emotional connection to the workplace, the company or the environment not what it used to be? The answer is often: a lack of appreciation.” People say: “I no longer feel valued, I don’t feel seen, my work is simply accepted.” Managers then condemn employees without questioning why there is a lack of commitment. They also don’t ask themselves: “How can I help now so that we can adapt and change this again?”

Ms. Voss Tecklenburg formulates a central message: appreciation must be visible and expressed. Not only criticism, but also recognition belongs in everyday life: “Say it – even in a positive way,” she says. In the national team, contributions are made visible by everyone – including those people who work in the background (e.g. drivers, groundsmen, etc.) and whose work enables the players to achieve top performances on the pitch. We brought the different people together at one table, ate together and shared personal stories. This created trust and cohesion.

Ms. Voss Tecklenburg emphasizes that old management styles – pressure, fear, pure fulfilment of expectations – no longer work today. The young generation is critical, reflective and wants genuine participation. Those who take them seriously, allow them to grow and share responsibility not only gain loyalty, but also top performance.

Ms. Voss Tecklenburg gives another example: “We asked players, what should we train, what else do you think you need? We didn’t say we believe that training is the right thing for you, but we put our players at the center of our actions and our thinking.”

In summary, for Ms. Voss Tecklenburg, leadership means putting people at the center, listening, changing perspectives and making visible what often remains invisible.

Another important topic that Ms. Voss Tecklenburg often encounters in discussions with companies is regeneration and recovery:

In sport, regeneration is a matter of course – in companies, however, it is often a foreign concept. Ms Voss Tecklenburg emphasizes: “Recovery is the basis of performance. It’s not just about physical breaks, but above all about mental regeneration, which is crucial in our fast-paced working world.”

She demands that companies take responsibility and create small oases of relaxation: Relaxation rooms, gardens, short breaks, power naps or even physiotherapy sessions. It is important that relaxation is not misunderstood as “laziness”, but as a necessary prerequisite for productivity.

Regeneration must be considered individually – every person needs different forms, which is why employees should be actively involved: What is good for you? What do you need? This creates personal responsibility and a culture in which breaks are accepted.

Ms Voss Tecklenburg knows from her own experience: “Even top athletes have to learn that constant optimization is counterproductive. Without lightness, mental freshness and breaks, you lose motivation and become dogged.” Leadership therefore also means consciously allowing breaks – sometimes even prescribing them – and adapting together instead of sticking rigidly to plans.

According to Ms. Voss Tecklenburg, the biggest learning of the last 10-15 years is that regeneration is not a “luxury”, but a key success factor – for teams, companies and individuals.

In competitive sport, the focus on goals is a matter of course. But it is precisely this strong goal drive that can prevent athletes from talking openly about stresses and weaknesses. That’s why we as a coaching team have systematically built up structures, explains Ms. Voss Tecklenburg: “Daily surveys on sleep and well-being, close cooperation with psychologists and the medical team. This gave us as a coaching team valuable information that would otherwise be hidden.”

A safe framework is key here: “We have enabled the players to address issues in protected conversations without fear that this will end up directly with the coaching team. Something is only passed on with consent and a joint approach.

Ms. Voss Tecklenburg emphasizes: “Not everyone approaches managers on their own initiative, whether in sport or in the company, which is why low-threshold contact points, buddy systems or experts in the background are needed to create trust and offer support.”

At the same time, an “open door” principle alone is not enough – many do not use it out of fear or insecurity. Leadership therefore also means: looking attentively, asking questions several times, respectfully waiting for the right moment and consistently practicing communication and changing perspectives.

Her conclusion: psychological safety and continuous observation are key factors in ensuring long-term performance and stability in a team – whether in sport or in a company.

The pressure increases daily, what experiences can you share from top-class sport, Ms. Voss Tecklenburg?

Pressure is omnipresent in competitive sport – from the media, fans, teammates, coaches and opponents. Young players grow into it step by step, but managers need to actively support them: by providing a safe framework, clear communication and the message: “You can’t do anything wrong here.”

A key tool for Ms. Voss Tecklenburg is the factual level: “Emotions are part of it, but they can distort judgments.” It is therefore important to consciously maintain a distance, to only evaluate games or performances objectively later and to simulate specific pressure situations during training.

This shows that people react differently – some grow in the face of challenges, others withdraw. Leadership means observing this sensitively, reducing pressure and giving trust. Ms. Voss Tecklenburg believes it is important to strengthen strengths and develop potential instead of talking about “weaknesses”.

According to Ms. Voss Tecklenburg, courage is specifically encouraged: “Mistakes are allowed, the important thing is to try things out. At the same time, external pressure – such as media criticism, racist or sexist comments – must be dealt with professionally. Here, it helps to focus specifically on the trusting environment, which constructively encourages instead of devaluing from the outside.”

Her conclusion: coping with pressure requires safe spaces, a culture of courage, targeted training and a language that makes potential visible. This is the only way to achieve development without paralyzing fear.

Your stress tip:

I need to be on my own.

I need oases of calm, whether I’m going for a walk, swimming, cycling or meditating.

“In my work or in my family, I am constantly surrounded by people and in constant communication, so it is all the more important for me to create places of peace and quiet,” summarizes Ms. Voss Tecklenburg.