Carolin Kebekus Photo by Ben Knabe
Body & Soul

Carolin Kebekus: “Motherhood is in a league of its own”

"I think our entire society is based on women taking on the bulk of care work—without complaining."

If anyone knows what it feels like to be a mother—navigating the highs of joy, the lows of sleep deprivation, and a career in the spotlight—it’s Carolin Kebekus. The comedian and host, who usually makes a splash with sharp one-liners about politics, the church, and sexism, turns her attention to something very personal in her bestseller “8,000 Ways to Fail as a Mother”: her life as a mother. 

In an interview with pme, she explains why reality “caught her off guard” after giving birth, why mothers are much quicker to be labeled “bad” while fathers are labeled “good”—and why humor, for her, isn’t just a way to smile things away, but a survival strategy. Carolin Kebekus will be a speaker at Health Day 2026 in October.

Interview: Sarah Raupach, Editor: Christin Müller, Photo: Ben Knabe

Your book is called *8,000 Ways to Fail as a Mother*. When did you realize you wanted to write a book about this?

Carolin Kebekus: While writing my new stage show, I realized I had an insane amount of material—pregnancy, childbirth, the postpartum period, everything. It would easily have been enough for a four- or five-hour show, but you can never fit all of that onto the stage.

Even during my pregnancy, I realized just how many rules you suddenly have to follow—as a pregnant woman, as a mother, and as a woman in general. And how incredibly quickly you’re labeled a “bad mother.” And how incredibly quickly you’re labeled a “good father.” That really surprised me.

The idea for the book came to me pretty quickly. I called the publisher, and they immediately got the vibe and were on board right away.

How much of Carolin Kebekus is in this book—and where did you exaggerate?

When I perform my routine about the postpartum period on stage, I always say at the end: “For everyone who’s currently pregnant—this is comedy; I’m exaggerating.” And afterwards, all the moms are rolling with laughter because they know exactly: That’s not exaggerated at all; I just put it out there exactly as it is. Maybe I’ve exaggerated a little here and there—it is comedy, after all—but every point is true. And it’s also true that breastfeeding is backbreaking work. 

I think I’ve worked through a lot in this book. I had to somehow come to terms with the person I’ve become: sleep deprivation, constant overstimulation, always being touched, always on call, not a single second to myself anymore.

Until then, I was a different person. Whenever I wanted to accomplish something, I would ask myself: How do I do this? Where can I learn it? Where can I buy it? What do I need to do? And suddenly, my only option was to ask for help. It was incredibly hard for me to say, “I can’t do this anymore.” But that’s exactly what isn’t expected of mothers. A mother can always do it. A mother doesn’t say, “I can’t do this anymore.”

I think our entire society is based on the fact that women take on the bulk of care work—without complaining and without getting paid for it.

Many fathers see themselves as “modern fathers,” yet at the same time, many mothers complain about the invisible work that goes on behind the scenes. Where do you see this tension?

The classic scenario is: You drop the kid off, and your partner says, “Why don’t you just lie down for half an hour?” That could drive me up the wall. Yes, I could lie down—but then who’s going to unload the dishwasher, who’s going to do the laundry? Who’s going to schedule the U7 appointment, who’s going to buy new rain boots? When else am I supposed to do that if not now, when the child is asleep or out somewhere else?

There is just an incredible amount that goes unnoticed.

But I know I’m partly to blame, too. I often try to do everything myself to make sure it’s “done right.” Then I find it hard to say, “Why don’t you pack the kid’s bag, and I’ll just relax while you do it.” And at the same time, I think, “Are you really packing everything?”

Many modern fathers are different from what they were when I was growing up. Back then, spending time with Dad—going to the hardware store, for example—was considered quality time. Today, I know many wonderful fathers who are very involved with their children. But the logistics—who keeps track of appointments and birthdays, and who maintains the social network?—often still fall to the mothers.

When did you realize: This isn't just a lot; it's a structural problem?

Anyone who has been thinking about gender equality and feminism for a while knows this: there is a fundamental injustice—in care work, in pay, everywhere. I’ve been doing comedy about women’s issues, misogyny, and women’s rights for years, and at some point I thought, “I’ve already covered everything.”

Then I became a mother and realized: That was just the tip of the iceberg. Motherhood is in a league of its own.

I know how privileged I am. I have money; I can buy my child clothes, toys, educational resources, and childcare. I have a childcare center where my child eats breakfast and lunch—I used to underestimate how much of a burden that takes off my shoulders.

How does this constant pressure affect your mental health and that of those around you?

That's not healthy. And it's hard to put into words. It's okay among women, but there's still a sense of shame in admitting that you can't do it.

When I say, “I have a childcare center, I have a nanny, I work—and I’m still completely exhausted,” I immediately think of my friend with four kids, who might not be working. Do I have the right to complain if she manages to get by “somehow”—or at least makes it look that way?

We’ve internalized the idea that women can endure anything. We saw this in our mothers and grandmothers. The whole of society is built on women enduring things without complaining.
And when a woman does say, “I can’t take it anymore” or gets angry, that female anger is perceived very differently. Then you quickly think: “Am I too weak? Shouldn’t I be able to handle this?”

When you think about everything you’ve done in a day and how much sleep you’ve actually gotten, it’s clear that you’re overwhelmed. But the image I have of myself is: “I can handle all of this. I’m the person everyone says, ‘Caro, how do you actually manage to do all that?’” And sometimes I think: I don’t.

What can humor achieve when it comes to “mental load and psychological stress” that a purely serious statement cannot?

When you tackle a serious topic with humor, you always have to get right to the heart of the matter: What is the issue here? What is so absurd about the situation?

When it comes to misogyny, for example, there are many absurd moments. When people laugh at the right moments, you can tell they’ve understood what it’s all about—it’s boiled down to the essentials.

At my last show, there were many mothers in the audience who felt a strong connection to so many of the topics discussed. And everyone else in the room was moved by our shared laughter. Humor eases tension, breaks down barriers, and relieves frustration.

During my postpartum period, I exchanged photos every day with a friend who had also just had a baby—of everything that went wrong. We sent each other the ugliest baby photos and laughed ourselves silly—C-section scars and all. Humor really helped.

What would you say to someone who’s currently overwhelmed by mental load and feels completely alone with their “8,000 mistakes”?

Maybe I need to lower my expectations a bit. At first, I had a very clear picture of myself as a mother—who I am and everything I can accomplish. At some point, I let go of that image. 

Sometimes it’s okay to just let things be. The best days are the ones when you don’t have any plans, don’t have to be anywhere, and can just spend time with your child. Without feeling like you have to serve lunch on time or cook it yourself. Then you can just go to the zoo and eat french fries.

And then I’d say: reach out for help. Build a network with other moms or family members. Sometimes you have to directly ask the people you’d like to have a closer relationship with your child: “Would you be interested in spending a day with the kids once a week?” Often, support comes from a source you least expect.

And then you should definitely let your partner know how you feel. I don’t think most fathers would say, “Don’t be such a baby!” If you sit down together and figure out what you can handle and what you can’t, you can divide up the tasks more effectively. But then you actually have to hand them over—that’s often the hardest part.

zero Team development and team building in times of upheaval

Team development
Leadership & HR

What is team development and team building?

What is the glue that keeps people in your company? The atmosphere in the team and the management style are crucial. Both are ranked far higher than salary by employees and applicants. pme team and leadership trainer Mario Müller explains what teams need now, what makes a really good team and what mistakes you should avoid when purchasing team development and team building measures.

 

Summary:

In times of upheaval, teams need targeted support to strengthen trust, collaboration, and efficiency. In this article, leadership coach Mario Müller explains what team development and team building entail, when external guidance is beneficial, and how leaders can successfully guide teams through change processes.
​​​​​​​Practical tips, common pitfalls, and a checklist for selecting appropriate measures help companies improve their team culture in a sustainable way.

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1. definition of team development and team building

1.1 What is team building?

Team building is a suitable tool after putting together or expanding a team. Team building measures are various activities, games, exercises and methods that aim to promote cooperation and cohesion within a team.
The team gains experience together and builds trust as a result. The team members get to know each other's strength profiles and their communication needs.

1.2 What is team development?

In real team support, a method roadmap is drawn up based on surveys and team measurements, with which the team systematically works on itself over a period of months and improves sustainably. The results are measured and the achievement of interim goals keeps motivation high.

External support creates a sense of commitment and therefore increased motivation. Resources are used in a targeted manner and skills are deepened and consolidated to a greater extent than with one-off measures.

1.3 What happens in team workshops and team seminars?

In contrast to team-building measures, existing teams continue to work on their individual issues in workshops and seminars. In addition to an outside perspective, they also receive inspiration and proposed solutions that act as an impetus for the team.

If there is no team support after the one-off event, motivation often wanes within a few weeks and even interim successes can be lost again. As a rule, the results are also not measured, which makes it difficult to evaluate the investment.

2 What makes a perfect team?

A great example of outstanding teams can be found in space travel.

We are constantly investing in the physical fitness, resilience, expertise and methodological skills of our astronauts.

But that's not all: they are indispensable components of a mission, committed to each other and trust each other with their lives. The tasks are complex and sometimes involve unforeseeable disruptions to which the team must react quickly, purposefully, agilely and together. To achieve this, communication and trust must be flawless.

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3. when does external team development make sense?

External team consulting always makes sense when team spirit is lacking. Get an outside perspective. A holistic view that looks at the entire value chain, processes and potential as well as the individual resources and points of friction in the team. If you know exactly what will help you the most and which bottlenecks and skills you want to target, you can decide what you can solve with your own resources and what you can get external support for.

3.1 Typical occasions for external team support are

  • After a long phase of virtual collaboration, your team is now working in hybrid mode and you are looking for the right balance between online and face-to-face work as well as suitable working methods.
  • Your team has changed in terms of personnel, has new team members or the tasks, roles and objectives have changed.
  • A new manager takes over a team and wants to invest in team development right from the start.
  • A temporary project team is formed and wants to define the temporary collaboration.
  • Change processes are imminent in the company and the teams would like to be accompanied.
  • A team is under a lot of pressure (e.g. due to prolonged illness, homeschooling or staff shortages) and is looking for relief.
  • The team is very diverse and the team members want to benefit from each other.
  • Different teams are brought together and are faced with the task of growing well together.
  • There are open or hidden conflicts in the team that cannot be resolved alone.
  • The management culture is to be made sustainable and competitive.
  • Teams should work together in a more agile, flexible and efficient way.
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

4 What do teams need in times of upheaval and crisis?

 In times of upheaval, teams have the same needs as ever:

Trust, appreciation, collegiality, participation.

It is just much more urgent that cultures also meet these needs, because otherwise employees - feeling left alone - can collapse under the strain.

The pandemic has shone a glaring light on existing problems. Companies with a good culture have hardly suffered any losses as a result of the pressure to digitize and the additional burdens, or have even grown closer together. Companies with problematic or control-based management are now often faced with a shambles. Culture does not grow overnight and cannot be imposed. When a crisis comes, you have either already invested or not.

5 What role does the manager play in the team development process?

Managers should not be role models, managers are role models.

Their behavior is always taken as a guide for mutual interaction. However, managers must not only regulate their own behavior, but also defend the culture in the team. It is a truism that people leave managers and not positions. Leadership is a complex topic that requires regular investment and which, contrary to popular belief, no one has "in their DNA".

Because competencies are shifting further and further into the teams, the "promoted clerk as manager" has almost become obsolete.

Management must give second and third level managers more time for leadership and cannot deploy them 100% (or in reality often more) as administrators "on the side". The costs for the team friction processes come in through the back door

6 Why should companies invest in team coaching?

The highest cost factor in all companies - and one that does not appear on any balance sheet - is interpersonal friction and its consequences: sick days, working to rule, low morale, the departure of frustrated people, internal dismissal, competitive thinking, burnout, bullying.

According to surveys, the three most important criteria for jobseekers are:

If you don't offer that, you disappear from the job market. Salary ranks just 7th.
The good people don't want to put up with sluggish, destructive teams and leave. Other potential applicants don't even come because they read about the experiences employees have had on the review platforms.

7. what mistakes should you avoid when purchasing team development measures?

1. the first mistake is to believe that team development a) is not necessary or b) is not worthwhile.

Team members often have a better insight into requirements than managers. And basing decisions solely on return on investment (ROI), which is only measured in euros, falls short. The value of investment (VOI) is much more decisive precisely because the brand value of the company increases through the culture, talents come and stay and get more involved.

2 The second mistake is to go to the pharmacy without seeking medical advice first.

Only diagnosis and analysis ensure that the right measures are taken and the levers are applied in the right places. It costs more time and money to book seminars according to the watering can principle than to seek professional advice on an effective approach.

3) The third mistake is to assume that causes and symptoms can be permanently eliminated with selective measures.

If you make your body ill through many years of unfavorable behavior and simply "hand it over to the doctor" in the expectation that you can then simply carry on as before, you won't have to wait long for new problems. Those who (mostly) lead a healthy lifestyle stay healthy. It's the same with teams. With the addition that even a healthy team, like a sports team, will naturally improve and perform better through training and support.

 

8. how does team coaching with the trainers and coaches of the pme Work-Life Academy work?

8.1 Analysis of the team

Our team support begins with a detailed analysis of your team's potential and points of friction . In order to find the critical points, we use good measuring instruments and our experienced view from the outside as well as from the inside.
This only works in cooperation with the people who make up your team - including the manager.

In the next step, you define measurable, realistic goals and suitable methods with our support. Over time, input and implementation alternate. The team members apply what they have developed and come back with the experience they have gained. The team process is reflected upon and iteratively improved.

8.2 What methods are used in team development?

During the process, the resources are directed to the areas where they have the greatest leverage for improvement. In concrete terms, the measures ideally consist of team training, workshops, information impulses and individual coaching sessions in addition to the kick-off and closing events. Your team can turn to the trainer or coach in confidence at any time. A typical support period starts at two to three months and can also extend over a year or more.

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Mario Müller is a trainer and conference facilitator specializing in neurology, agile cooperation and improvisation. He has published several books on these topics and has worked for small and large companies on three continents.

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FAQ: Team Development & Team Building

1. What is team development?

Team development is a long-term, ongoing process in which teams systematically work on their collaboration, communication, and structures—usually with the support of experienced coaches.

2. When is it worth hiring an external team coach?

External team coaching is recommended when there are conflicts within the team, new challenges need to be addressed, the way the team works is changing significantly, or external input is needed.

3. What are some common mistakes in team development?

Common mistakes include failing to conduct a needs analysis, implementing measures that are too narrow in scope, focusing solely on ROI rather than sustainable value (VOI), and assuming that teams will develop “on their own.”

4. How does team development work with the pme Work-Life Academy?

The support process begins with an analysis of the team, sets measurable goals, combines training sessions, workshops, and coaching, and provides ongoing support to the team—usually over several months.

5. What is team building?

Team building involves specific activities designed to strengthen collaboration and trust within a team. Typical examples include a group escape room, a cooking class, a canoe trip, or improvisational theater. Team building is particularly beneficial after new teams are formed, during staff changes, or following extended periods of remote work. This helps teams build trust quickly and work together more effectively.

6. When is team building a good idea?

Team-building is recommended after new teams are formed or when there are personnel changes, in order to quickly build trust and foster collaboration.