Michael Reiziger (Jong Oranje): ‘Put the Team First, not Yourself’
Many children dream of a career as a professional soccer player. For Michael Reiziger, the youngest of six siblings, there never really was anything else. ‘If I was not outside with a soccer ball, I was inside playing with a tennis ball. The living room was my midfield and there was a small goal in the kitchen. When I played soccer, I felt great. Nothing could compare to that.’
Meanwhile, Reiziger can look back on a wonderful soccer career. He played for, among others, Ajax, AC Milan, Barcelona, and PSV and won the Champions League, the World Cup and six national titles. Between 1994 and 2004, he played 72 times for the Dutch national team.
The reason for the interview is Reiziger’s second career as a soccer coach. In this latest role he recently accomplished a historic milestone by winning all the qualification matches for the European Championship. The Jong Oranje team has never achieved this and only three times before was it achieved by other countries, Spain, Portugal, and Germany.
Sander Danse, business lead team, leadership and organization at LTP Business Psychologists, is in conversation with his childhood soccer icon about leadership, team development and the ability to perform under pressure; aspects that are, in football, as it is in business, critical for creating a winning culture. The conversation takes place at the KNVB training center in Zeist, where Reiziger spends an average of two days a week and where his staff of 12 to 15 people are also based.
Every leader has his own style. What does the word 'leader' mean for you?
‘For me, a leader is a role model, someone who leads the charge and is there for the team, not for themselves. In my experience, this is often not the most vocal person or the one who takes center stage. Throughout my career as a soccer player, I encountered many captains, including Josep Guardiola, Franco Baresi, Danny Blind and Frank Rijkaard. They were all serious, calm individuals, but everyone listened when they spoke. They possessed natural charisma and set an example through their dedication to their work.
I aspire to be that kind of example. Not in a physical sense, since I am no longer as fit as the young players, but mentally. If we do something, we do it 100 percent. I also believe that mutual respect is essential. I want everyone to be able to be themselves in everything they do, and they should feel empowered to do so. When people are comfortable in their own skin, you get more quality on the field. And with greater quality on the field, you win matches and earn trophies.’
Other than the captains, as a soccer player you also deal with the coach extensively. You worked with numerous charismatic coaches as both a player and a coach. What elements of their leadership styles do you incorporate in your own approach?
‘As a leader, you must always be yourself and not pretend to be something you are not. I take from other coaches what resonates with my own style. What particularly appealed to me about Louis van Gaal, whom I have known since my youth and with whom I have worked the most, is that he was genuinely interested. Not just in football. He genuinely wanted to know what kind of person you were and how you thought about things. I also take the time to get to know the new players in my team and build a connection with them. If I know about someone’s home life and what they are dealing with, I can better motivate them for what I want to achieve on the field. I also appreciated Van Gaal’s straightforwardness. He never sugarcoated things; he would tell you exactly how it is. I strive to do the same.’
Those may not always be the most pleasant conversations, for example when you need to tell a player that he is not in the selection.
‘When I make a choice, a player must respect it. Of course, I always explain my reasoning, but in the end, the choice is mine. In that sense, soccer remains one of the most hierarchical sports, characterized by clarity and discipline. You could compare it a bit to the military. Of course, there are times when someone might throw the proverbial toys from the cot, but I can handle that. As a soccer player, I also needed to deal with decisions I did not like, so I understand what it feels like and can relate to the emotion. In those moments, it is often best to deliver the news directly and then revisit the conversation later when the player has had a chance to calm down.’
Which coach was an example for you when it comes to team building?
‘Radomir Antić, who stepped in as interim coach at Barcelona in 2003 after the previous coach was dismissed. Antić valued the importance of us coming to the club on Friday afternoons to chat and share some snacks, much like the casual Friday gatherings you find in offices. He had a unique approach to discipline, too. We were used to not being allowed to use our phones at the dinner table. Ironically, on our very first meal with Antić, a phone rang. Everyone tensed up, but it turned out to be his phone, and he answered it, starting a conversation. ‘My grandson,’ he told us.
Discipline was very important to him, but he gave us freedom in it. That appealed to me because it fosters self-discipline and personal responsibility. In his view, it was not the dismissed coach alone that was responsible for the poor results. Players equally needed to take responsibility to perform well on the weekend. I try to give players the same freedom wherever possible and create an environment where they enjoy being together. During a Jong Oranje training camp, everyone is in close quarters for ten days. My message is clear: when we work, we work, but outside of that, you are encouraged, and expected, to relax. For example, breakfasts are mostly walk-in, which allows each player to wake up at his own pace and decide when to have breakfast – as long as he is on time for training. This requires self-discipline, but most top athletes have that.’
Do you have a specific method you use to achieve the performance levels that Jong Oranje has attained?
‘I always take a very methodical approach. In the two months leading up to the first gathering of the Jong Oranje players, I meet with my coaching staff weekly – assistant coaches, goalkeeping coach, data specialist, and video analyst – to clarify how I want us to play soccer and what I need to make that happen. One session would focus on attacking, another on defending or corners. What do we do, for instance, when the goalkeeper has the ball? Or the right back? In this way I systematically run through with them how I want us to play, because it is essential that we speak with one voice. If I say I want to implement a certain strategy, my assistant coach cannot later tell the players there is another way to do it. Once the strategy is clear, we look at which players fit that model. Then we go through all the steps with those players again in a structured manner. This can be quite challenging since we do not have much time together. That is why I look for players who not only have soccer skills but who are also able to grasp what I mean quickly.’
Do you use psychological profiles, which are becoming increasingly important within the business world, in that player selection?
‘In scouting, you always work with profiles. Each position has a different profile, but you also create a psychological profile of what type of player fits your team. For example, if someone is an einzelgänger, but exceptionally talented. That can be worth gold, but it could also disrupt team dynamics. Therefore, you always assess what the team needs and what they can handle. Do they have the qualities to support that player? Are they willing to run for him or will they abandon him at some point? Of course, it is not always easy to make accurate assessments, especially if you are recruiting from afar. How does that star player, who plays abroad, cope with the pressure of being ‘the best?’ Is he resilient enough to find his way, or is he easily influenced? My premise is that a profile itself is never inherently good or bad. It is about how you manage it. The more time you invest in getting to know the players, the more success you have.’
Jong Oranje has won all its qualification matches for the European Championship. This must provide a strong sense of confidence and motivation heading into the final round of the European Championship in June 2025.
‘Winning definitely motivates, but it is also possible to win with a poor plan and bad performance. Players will then eventually become dissatisfied. That is why it is so important to thoroughly instill the playing style you want to implement beforehand. You can still have a bad match – there were times when we too did not play well at all – but you can always revert to the structure. Why did it not work? What did we overlook? How can we adjust? In that sense winning is not the primary focus. What matters most is our playing style: the way we want to play soccer. If we execute that plan well, we will win. Not the other way around.’
How do you handle individual disappointment, such as when a player misses a crucial penalty?
‘This again is what being a team is about. In a match it almost never happens that all 11 players play equally well. It is about balance. You hope that the players who are strong in that moment can take along those who are struggling, and vice versa: those who are not at their best can support the others as much as possible. What I have noticed with Jong Oranje is that the players correct each other. The ability to self-correct is incredibly important in a team sport because, as a coach, you cannot always reach everyone on the field. When players can correct each other, problems solve themselves much faster than when I need to wait for a dead-game moment.’
You are not just a coach; you also lead a substantial staff. Can you describe the role of these people?
‘We have various areas of expertise, but we all work together to support the players. They, like me, play a leading and overseeing role. Since they are with the players at different stages and places throughout the day, they observe things I do not and are present at moments when I am not. I never interfere with someone’s area of expertise, and I do not need to know everything. However, I must be aware if something is not going well or if there is an issue that could pose a risk to the team dynamic. Otherwise, I might approach a player at the wrong time or in an awkward way, which could damage our relationship. In that regard, I really need to trust my staff. I always say: if you see something going wrong, address it with the player and, if necessary, give a warning. If it happens again, then come to me. If it escalates too far, I am the one who will have the tough conversation, not the rest of the staff.’
So, good communication is crucial. How do you organize that?
‘I meet with the entire staff every other evening for a discussion. My experience with such meetings has often been that no one speaks up. You typically heard one thing: ‘We are doing well.’ But that is not what I am interested in. I am genuinely interested in the team, want to understand how it is functioning and determine if I need to have an extra conversation with a player who might be feeling out of sorts. To facilitate this, I usually kick off the meeting with examples of what I have noticed – even if only small details. This encourages others to share their observations about details that may initially seem insignificant, but when taken together, they send a signal. When you then dig deeper, you get the information you need.’
What drives you to do this work?
‘I love football. It is as simple as that. I truly enjoy being on the field, engaging with the players and watching them grow. The difference between our first gathering and our most recent one with Jong Oranje is immense. Most players now have a year of competing in major leagues behind them, and they have not only become physically stronger but also mentally more mature. That brings me great joy. Coaching, for me, is about consistently bringing out the best in people so that the team can improve and win. That is why it just never becomes a grind.’
This interview was pusblished in Management Scope 10 2024.
This article was last changed on 19-11-2024