When Jürgen Klopp took over as manager of Liverpool FC in 2015, many fans were lamenting the club’s weak performances. In the previous eight years, the club had won only one minor title and seemed to have become a shadow of its former self. Once a dominant force in world football during the 1970s and 80s, Liverpool’s best days appeared to be behind it. Nine years later, the club’s value has risen from €1.2 to €3.9 billion, and Liverpool is back among the world’s elite – with eight additional trophies in the club museum.

As a leadership expert and organizational psychologist, one could fill an entire book with the leadership lessons to be drawn from Klopp’s work. But on Jürgen’s last day as Liverpool FC manager, one achievement stands out in particular: he turned players and fans back from doubters into believers.

As I write this, I hear my parents’ voices (both mathematicians) in my head: “Making people believe sounds like esoteric mumbo-jumbo! Liverpool’s success surely rested mainly on something tangible, like solid tactics, well-planned transfers, and professional talent development processes.” First of all – hi Mom, thanks for reading – and you have a point! Indeed, Klopp and his team introduced numerous structural changes, including building a new training ground (to bring young players closer to the first team), hiring specialized coaches (for example, for throw-ins and nutrition), and data-driven transfers reminiscent of “Moneyball.” All of that undoubtedly contributed to Liverpool’s impressive success.

But Liverpool’s transformation goes far beyond structural change. Klopp and his team built a confidence and sense of togetherness among players, staff, and fans that is almost unique in football. In Klopp’s early days, it wasn’t unusual for fans to leave the stadium in the 80th minute when Liverpool was behind – many didn’t trust the team to turn the game around. Since then, Liverpool has developed into “mentality monsters,” posting the best goal difference in the final 15 minutes of matches in 4 of the last 6 seasons. That’s because fans now drive the team all the way to the final second – even against all odds. A perfect example is the 2024 Carabao Cup final, in which Liverpool had 11 injured players and had to rely on youth players for half of extra time – against Chelsea, one of the richest clubs in the world. 50,000 fans kept driving the players forward after more than 100 minutes of play and helped them win the trophy.

In one of his last interviews about his time in Liverpool, Klopp said:

“I didn’t make them believe. I just reminded them that it helps to believe.”

That’s a reminder we could all use. In both our professional and personal lives, we could all use a little less doubt and a little more belief. Given the many crises around us, it’s easy to doubt that positive change is possible. It’s easy to doubt that our own actions can make a difference. It’s easy to give up and leave the arena even though there are still 15 minutes left on the clock.

In the face of crisis, doubt often seems like the safe and sensible option. But psychological research shows time and again: “If people do not believe they can produce desired effects and forestall undesired ones by their actions, they have little incentive to act or to persevere in the face of difficulties” (Bandura, 2012). In other words, belief leads to greater efficacy and positive outcomes – not (only) the other way around!

So: do you believe that you and your team have what it takes to win? Do you believe that your organization’s best days are still ahead of it? Do you believe you’re capable of falling down and getting back up to meet every challenge?

Because that’s exactly where it all began for Klopp’s Liverpool FC.