the feedback you should thank the other party and, if appropriate, encourage the
other to continue giving you feedback.
Feedback can take place in several directions: from the executive to the
employee, from executive to executive, but also from employee to executive.
For example the employees of Sun Microsystems evaluate the leadership of their
superiors twice a year using multiple-choice questions, a voluntary and anonymous
process. The 26 questions are answered online, and include: Does your boss treat
you with dignity and respect? Does your boss formulate clear work instructions? Do
they coach you sufficiently? Do they give feedback? Do they allow enough freedom
of choice?” The HR manager of the company stated in an interview: “It’s about
improving leadership, not selecting leaders.” The goal is also for executives to be
capable of being criticized. And there are always surprises, because the external
assessment will differ from the manager’s own impression.
You may be wondering whether this feedback can also be given orally. I think
this depends greatly on the maturity of the organization. In principle, these
exchanges are also possible face-to-face. The executives of Sun Microsystems,
however, argue that the online assessment is “much more objective and more open”
than an interview with the boss. It is more objective this way because the assessing
employee does not have to be afraid of the manager’s reactions.
But it is important that the executive presents the results in a later review
meeting and that there are visible effects for the employees. In this meeting, the
manager cannot make excuses. They must above all only moderate and direct the
talk by asking questions. At Sun Microsystems the three distinct strengths and
weaknesses are primarily addressed in such a process. Those who are reluctant to
have a direct confrontation with their employees may consult a mentor beforehand.
A particular form of situational feedback is the so-called “lightning round.”
It stands out for its brevity and is a useful tool. A leader of a team, department
or division can use it in regular meetings. The process is simple but effective:
“At the beginning of the meeting each participant describes, quite simply, how he or
she feels at that moment and what thoughts just went through their mind. These
statements are not commented on. Using this simple measure, we have strengthened
the personal contact with each other and established a different kind of approach.
(see H€ohn et al. 2003).
Kets de Vries tells of the following episode: Two executives meet in the hallway.
One says to the other: “The 360-degree feedback doesn’t scare me, only the 360-
degree feedback that comes after it.” A catchy phrase, for in fact that is how overall
feedback, also called 360-degree feedback, works, though only if the top managers
are also brave enough to hear unpleasant things. I share the view of Kets de Vries
that systemic training is necessary beforehand to ensure that the participants are
willing to give and receive extensive and honest feedback. The method is primarily
used in international companies like General Electric, Intel and Nokia.
Kets de Vries also reported that only about 10% of all executives can accurately
assess their own behavior: two-thirds of the 90% majority overestimate themselves,
while one-third underestimate themselves (see Kets de Vries 2002, p. 90). It is
simply a fact that many leaders ignore their weaknesses and have no desire to
218 4 More Than Just Talking or: The Instruments of Systemic Leadership