Featured are organization coach Sarah Kiefer and podcast host Oliver Schmidt
Psyche

#53: When You Just Can't Bring Yourself to Clean Up: An Organization Coach on the Reasons Why

Many people simply can’t bring themselves to clean up. The reason is usually not laziness, but chronic exhaustion, ADHD, or ingrained habits. In Episode 53, organization coach Sarah Kiefer explains why “Messi” is often misunderstood and which small, practical methods (mini-steps, time boxes, body doubling) lead to real success in everyday life.

“I just can’t seem to clean up.” Organizing coach Sarah Kiefer from Ordnungswelt hears this phrase almost every day. People who can’t clean up aren’t necessarily lazy, and conversely, many of the reasons for “not being able to clean up” are hidden. Exhaustion after a long day at work, ADHD symptoms, long COVID, or depression can make it difficult to make decisions, plan, and stick to routines.

Find out in this podcast: 

  • Why "I just can't seem to clean up" is often not a personality trait, but a symptom
  • What Distinguishes Chronic Disorganization from “Messy/Hoarding” Behavior
  • Such as exhaustion, ADHD, long COVID, or depression can make tidying up more difficult
  • How Shame and Social Media Comparisons Exacerbate the Problem
  • Typical patterns: all-or-nothing thinking, planning and decision-making paralysis
  • Prioritizing: Where Does Tidying Up Really Help in Everyday Life?
  • Methods: Bodydoubling, club sessions, short time slots, and prompts
  • Prioritizing: Where Does Tidying Up Really Help in Everyday Life?
  • When Therapeutic Support Is Needed and How Coaches Can Help

Excerpt from the podcast interview with organization coach Sarah Kiefer: 

"Tips or individual auctions rarely provide a lasting solution" 

Oliver Schmidt: Sarah, what is meant by “chronic disorganization”—and how does that differ from the usual mess that everyone experiences from time to time?

Sarah Kiefer:Chronic disorganization means that people don’t know where to start over long periods of time. It’s not just occasional chaos after a stressful day, but a persistent pattern: nothing in the home has a designated place, those affected feel overwhelmed, and they can’t figure out how to tackle a project.

Often, these issues stem from neurodivergent conditions (e.g., ADHD), health limitations such as long COVID, or mental health conditions such as depression. That’s why simple tips or one-time cleanup efforts rarely provide a lasting solution. The underlying causes run deeper and often require complementary strategies.

How does the so-called “Messi Syndrome” differ from this? Or is that just an extreme example of disorganization?

Sarah Kiefer:What is often referred to in German as “Messi syndrome” corresponds more closely to the term “hoarding disorder” in English. It is a form of chronic disorganization in which the problem lies primarily in an inability to let go: People develop very close, emotional attachments to objects, are unable to part with them, and hoard excessively.

In these cases, simply tidying up often doesn’t help and can even be harmful if the person affected isn’t receiving psychotherapeutic support. It’s also important to note that similar living conditions can arise for entirely different reasons—such as depression or exhaustion—and each requires a different approach.

The media tends to take a blanket approach to the issue and label everything as “Messi,” even though the causes vary widely.

What typical behavioral patterns do you see in people with ADHD or similar challenges? Why does this so often lead to persistent disorganization?

Sarah Kiefer:Among people with ADHD and related challenges, certain patterns are particularly common: problems with prioritization and planning, “all-or-nothing thinking,” and a lack of routines. Many think, “If I can’t do it right, I’d rather not even start.”

Added to this is the difficulty of realistically estimating a project’s complexity, effort, and duration; making decisions; and sticking with it when the first obstacle arises. Perfectionism sometimes plays a role: if the closet can’t be organized perfectly, the laundry just sits there.

A lack of energy and exhaustion make this worse. Anyone who has barely any cognitive resources left at the end of the day can't handle the extra decisions.

You say, “Order means knowing where things are.” Can you elaborate on that? How should we think about order so that it really helps us in our daily lives?

Sarah Kiefer:Yes, for me, organization is primarily about knowing where things are so I can find them quickly. Aesthetics come second. In practical terms, this means: designated spots for everyday items ( keys, wallets, important papers), making routines clear (e.g., where does the mail go, what’s the process for a bill from the mailbox to payment), and incorporating small, practical solutions (a shelf for sweatpants next to the door, a labeled basket).

It’s important to pay attention to your own habits: When and how do you use certain things? This will help you figure out where it makes sense to store them. The goal is to simplify your daily life, not to create the perfect Instagram photo.

Conflicts often arise in relationships because of differing needs for order. How can this be resolved in practice?

Sarah Kiefer:It starts with communication and clarifying roles: openly discussing who takes on which role in the household and how both partners feel about it. It often helps to map out processes together and label different areas—this takes some of the burden off the person who has been keeping everything in their head up until now.

Leading by example works better than lecturing: if you start by implementing small rules for yourself, you’re more likely to get your partner on board. Specific rules (e.g., who does what in the kitchen) and lighthearted agreements (in our household, the second person isn’t allowed in the kitchen if the first one is already cooking) can help defuse conflicts.

"We work in small, measurable steps"

Among other things, you offer “body doubling”—what exactly is that, and how does it help people clean up?

Sarah Kiefer:Body-doubling means that people work on their own tasks at the same time—either in person or digitally via video. Everyone starts at the same time, works quietly, and then briefly shares their experiences.

This fosters a sense of commitment and provides a social framework: the presence of others motivates us and reduces procrastination. In our “Ordnungswelt” Club, we combine this with brief prompts (e.g., a method or music for tidying up), followed by a quiet implementation phase of 45–60 minutes and a brief wrap-up feedback session. This helps us set realistic goals and actually stick to them.

For many people, paperwork and managing their finances are particularly stressful issues. How do you handle them?

Sarah Kiefer:Paperwork is often emotionally taxing because it’s associated with tasks, worries, and feelings of shame (e.g., unpaid bills, missing forms). We start by clarifying the process: How does mail come in, and how is it reviewed, paid, and filed?

Then we work in small, measurable steps: for example, working through a specific number of centimeters of the stack per session. This gives those affected a sense of accomplishment. When it comes to actual financial planning, we bring in specialized colleagues or recommend financial coaching, because expert knowledge is often required.

In what situations do you refer patients to psychotherapists or medical specialists?

Sarah Kiefer: We follow a code of conduct and recognize when coaching is no longer sufficient. Examples include pronounced compulsive behaviors (e.g., constantly washing one’s hands after touching something), deep grief, severe anxiety disorders, or other mental health conditions that significantly slow down or prevent the tidying process.

In such cases, we refer clients to therapists or psychosocial services. At the same time, however, organizing coaching can spark the desire to “address this issue through therapy as well.” In that case, we help them find appropriate support.

Can you give a specific example of a situation where organizing has significantly changed everyday life?

Sarah Kiefer:Yes. I remember a client whose living room looked “just like it did 20 years ago” and who was embarrassed by it. Over the course of several sessions, we created clearly defined zones, donated a lot of items, and implemented practical solutions (e.g., new hooks, organized storage).

After nine hours, many things had been sorted out to the point where she could get involved in the community again and spend more time with her son. For her, it wasn’t just a clean space—it was a huge relief in her daily life and a way to let go of the weight she’d been carrying.

"Gather methods and celebrate progress"

What's your first, practical piece of advice for listeners who can relate to this?

Sarah Kiefer:Keep it simple: Set aside 30–60 minutes and choose a specific, measurable goal (e.g., reducing the height of a pile by five centimeters, or clearing out your inbox). Gather methods that have worked for you in the past and compile them into your own personal toolbox.

Celebrate small steps of progress—accept that your performance will fluctuate and that it’s normal not to function the same way every day. If you’d like some support, you can check out a structured program like our club or seek professional guidance.

Protect your home. Design it in a way that makes you feel good: cozy, colorful, or minimalist—whatever suits you best. You set the rules for your home.

Cheerful to stormy - the everyday podcast with Olli Schmidt

Welcome to “Sunny to Stormy”—the everyday podcast. Whether you’re on cloud nine or feeling utterly down, life has its ups and downs. That’s exactly what we’re all about: the everyday crises like arguments with your partner, parenting issues, work-related stress, insecurities, and anxiety. We talk to experts and give you practical tips so you can better handle crises and challenges.

You can listen to our podcast on all known podcast platforms (Spotify, Apple Music, Audible etc.)! Questions, suggestions, criticism, wishes? Feel free to write to us at: podcast@familienservice.de

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You can find out more about the pme Familienservice Group here.

zero How the Investment Bank of the State of Brandenburg Builds Resilience Among Its Employees

The ILB building in Potsdam
Leadership & HR

How ILB makes employees crisis-proof

In this interview, Kathleen Wiesener, HR Development Officer at the Investitionsbank des Landes Brandenburg (ILB), sheds light on the importance of a strong team spirit and how targeted measures such as coaching, feedback culture and external moderation help to strengthen employees. She explains which strategies ILB uses to create a resilient working environment in which employees receive the support they need to be successful in crisis situations.

What does ILB mean by team resilience and why is it particularly important for the company?

For us, team resilience means the ability of a team to overcome challenges, crises or stressful situations together and emerge stronger. This includes cohesion, mutual support, good communication and trust within the group. A resilient team can adapt quickly to new circumstances and remains productive even in difficult times.

What specific challenges do you face in strengthening the resilience of your teams?

Digitalization presents our employees with considerable adjustment requirements. In addition, there are frequent reorganizations, for example due to new guidelines or efficiency measures. There is also a high workload in many areas due to sickness absences or unfilled expert positions as a result of the shortage of specialists.

How have you anchored the topic of team resilience in your organization?

ILB recognized team cohesion and resilience as key issues many years ago. We offer our employees systematic support from coaches and trainers from the pme Academy. We have succeeded in raising awareness among managers that good team dynamics promote well-being. This leads to fewer conflicts and less sickness-related absences and strengthens the team's performance.

How does the cooperation with the pme Academy work?

The pme Academy supports us in the organization of team meetings and the moderation of larger workshops - ranging from small teams of 4 people to entire areas with 80 participants. We also work together with their conflict moderators. Managers are part of the system and therefore cannot mediate neutrally, which is why external support is very valuable. There are also preventative offers that enable managers and employees to address conflicts and provide feedback.

Unleash the full potential of your managers and teams now.

Our trainers and coaches at the pme Academy support you in difficult transformation and change processes or analyze together how you can make even better use of your team's strengths. 

More information on the seminars and training courses: pme Academy

What effect do these offers have on your employees?

Our employees find these offers very helpful. They appreciate being able to talk about team spirit away from the daily work routine. Since the coronavirus pandemic, many have been working from home, which has led to fewer informal meetings and more social distancing. Hybrid or digital meetings are often very business-oriented, but personal interaction is crucial to strengthen bonds and a sense of community.

How do managers specifically support their teams in difficult times and ensure a resilient working environment?

We promote a sense of unity in a variety of ways in order to strengthen cooperation. Together with the workforce, we have developed guidelines for transparent, constructive communication, a lively feedback culture and cross-divisional collaboration.
Not only managers but also employees are responsible for regularly discussing and reflecting on these values. Regular team events offer the opportunity to maintain personal connections despite hybrid working models and to discuss common interests beyond work content.

What measures do you take to ensure that employees dare to speak openly about challenges or mistakes?

Dealing constructively with mistakes and challenges is firmly anchored in our vision of a learning organization. We promote transparency and encourage our managers to support their employees and adopt a solution-oriented approach instead of looking for someone to blame.

How does this work in practice? Are there tools and techniques for systematically talking about setbacks and mistakes?

We systematically integrate the topic of feedback into our annual appraisals and thus repeatedly raise awareness of its importance. There have also been campaigns on how to give constructive feedback, with newsletters, postcard campaigns and training measures.

What programs, training or resources do you offer to continuously promote the resilience of teams and individuals?

In addition to various communication training courses, such as conflict management, we offer teams the opportunity to call in external mediators or moderators for team building in times of crisis. The pme Familienservice is an important partner here.
In addition, all managers have the opportunity to choose a coach to support them in challenging situations. In day-to-day work, it's often all about the "what" and less about the "how". When a team is reassembled or a new manager is appointed, we support the process with targeted guidance.

How do you ensure that employees are not overwhelmed in stressful phases and remain productive?

Stress management is a key issue that we support through training for both our employees and managers. It is an essential part of management development so that they can protect themselves and their teams from overload and manage crises in a targeted manner. We also offer social counseling and practical support in difficult private and professional situations via an external partner.

We are currently experiencing a very strong polarization in society. Is this also noticeable in your teams? Are the conflicts growing?

My perception is that we are very reluctant to talk about politics, possibly to avoid conflict. I can only speak for my team here: It is very important to us to treat each other with respect, and that includes respecting different opinions. One example was the vaccination debate during the coronavirus pandemic, where there were both supporters and opponents. I experienced a lot of tolerance. Good cooperation is important to us and helps us to overcome crises together.