All of these instruments can overlap. Thus, a leader can also solve conflicts in a
staff meeting. In addition, for example a feedback on mutual perceptions can be
integrated into a meeting about goal negotiations. It is important that a manager looks
sees tools for what they are: means to an end – good leadership. No more and no less.
A 2003 study by the Academy showed that for 85% of the respondents the talk
between leader and employee is the most common tool of leadership. Thus, the
oldest and probably (at the first glance) most obvious tool takes the top position,
above the modern Balanced Scorecard and 360-degree feedback, which are difficult
to implement in practice, although they are praised in theory by many consultants
(see Academy Study 2003).
Especially under unstable conditions, it is less about the methods, but more
about the people, their strengths and weaknesses that decide on the welfare of the
company’s human resources management, culture and viability. It fits into this
picture that German companies mainly rely on teamwork besides the conversations.
Management by objectives, management by target agreements, therefore, takes third
place in the ranking. Even coaching seems to be enjoying much more popularity
than the Balanced Scorecard, as an enormous process of change will be needed
before this complex and interlocking system of corporate leadership is truly
established.
By relying mainly on instruments such as annual interviews, coaching and team
meetings, German executives prefer a management style that essentially relies on
moods, feelings and nuances. The only question is whether this kind of contact is
seriously practiced. Management tools that are based on dialogue and empathy
always employ the leader in a double function: as an ad hoc conversation partner
and as an emotional barometer. The (annual) employee interview may be the oldest
and most rudimentary management tool – but it is not the easiest. While all leaders
can talk, only a few know how to lead a goal-oriented conversation, something you
don’t learn at universities.
However, in this result I see a major problem or misunderstanding: many leaders
underestimate the amount of time and attention that this form of leadership demands.
For example, coaching is more than just a private crisis intervention that takes place
every few months. A sound coaching program lasts 2 years, as coaching is an
ongoing process. Later I will come back to discuss whether coaching can or should
ever be done by the person’s immediate supervisor – or whether it is better to have a
third party (a consultant, another manager) conduct it.
4.2.1 The Employee Interview
Allen E. Ivey once said: “The communication between individuals is too important to be
left to chance” (Ivey, 2001, p. 11).Nothing can make interpersonal communication as lively as a personal interview.
It allows a rapid exchange of ideas to gain new insights from mutual impulses; to
204 4 More Than Just Talking or: The Instruments of Systemic Leadership