“I’d rather have Silva tell me how to defend myself.” Tuchel’s philosophy – part 2

You have opened the continuation of the giant interview with Thomas Tuchel from India. Read the first part . The second is about reflection against the backdrop of failures, key coaching tasks and the recovery that the German went through away from Europe.

– Did you approach defeats as lessons for the future?

– I’m immersed in failure. I delve into the games: I study how I worked from a coaching point of view, what I said before the whistle, whether we analyzed the opponent correctly, whether we deduced the right tactics. The review starts with me. Never avoided personal mistakes.

Then I go down to the details so as not to remain with too global, general conclusions. Sometimes I don’t have to reflect: to cheer up the team, set them up for a new game, which will take place in a few days. The approach to defeat depends on inner feelings and experience.

Sometimes I can go out for a late run to blow off some steam. The habit originated in Dortmund. I run regardless of the result.

A personal schedule must be observed – it helps in difficult periods. You approach problems consciously, as sources of fresh ideas, but in the moment you may feel discomfort.

– In difficult times, it is important to talk to yourself.

– Yes. It is important to endure experience and use useful tools: for example, look for details, and not concentrate on the big picture. You will adjust the subtleties – you will build a stronger structure.

– Sometimes overly emotional coaches get on TV broadcasts. Does the fuss in the technical area help the players? Or are coaches just sharing experiences?

– As a rule, emotions remove unnecessary stress. Contact with the team is difficult because of the noisy stands. Sometimes it becomes embarrassing in front of the players who are involved near the technical area. They get more than the rest.

I often get sucked into the energy of a match. On the other hand, I give a signal to the players. The team sees a charged coach who is ready to stand up for the team, including in conflict with another coach. Sometimes I just look like a conductor – trying to reach players in the distance with gestures.

– How were things with communication during the pandemic, with empty stands?

– Much easier. The tactical aspect of the game has evolved. We missed the fans, the atmosphere created by the stands. But control over the game was easier to build.

In the Premier League or the Champions League, contact with the match may be lost. The atmosphere of Anfield or Stamford Bridge at night can isolate you as a manager. Players get complete freedom. It becomes more difficult to manage football players.

With empty stands, there was more control, but the sensations suffered.

– You often talk about intuition as one of the working tools. What exactly do you mean? Do you regret the actions from the past, within the framework of which you gave up your intuition?

“I think intuition comes from experience. You face a problem that you have solved before, and subconsciously you come up with a solution. Listening to your inner feelings is important. I don’t forget about inspiration.

Much in life can be planned, especially in the work of modern coaches. At the same time, I listen to my inner voice, including during matches. Sometimes you regret that you did not listen to your intuition: you succumbed to a dialogue with an assistant who convinced you, or acted too passively.

The longer you talk about the problem, the more you wind yourself up. Sometimes superfluous thoughts hold back, deprive of courage and ingenuity. So I don’t lose touch with intuition.

– It turns out that we are talking about meaningfulness in relation to personal experience, the search for a faster way out of familiar problems?

– You are talking about too thoughtful approach. Sometimes intuition works on an unconscious level. Intuition can arise through training. I see that a football player has changed his body language in training – I let him out at the start.

My intuition may surprise assistants. The assistants are pushing the main team, as I come running here and say: we are changing. I can start a football player who played two meager matches, based on training and emotions alone. Sometimes it works, sometimes it doesn’t.

Intuition grows with experience, which needs awareness. You can not lose interest, fall into passivity. I came to India just for recovery, to rest.

It is important for the coach to follow every detail. Any micro-conflict in the team can lead to serious consequences. You can let the situation get out of hand: two players will fight, return to the locker room, form separate groups, involve four, six, eight colleagues.

You also need to feel positive. Suddenly, the player had a strong workout, showed the right attitude and body language. Need to give time on the field.

– Consonant with the spiritual part of the restoration.

– Unpredictability is also useful. Players must understand that if they do not fall into sadness or negativity, the coach will notice and reward. My players can get into the base easily – if intuition tells. Although, sometimes athletes have to go through a more impressive path.

– Ayurveda just dictates: one of the main ways to healing is attention to the body and personal needs. Most people neglect the signs of the body and accumulate diseases.