"manager magazin", Issue 10/2015, Page 18, Report on the employee survey at Siemens:
"Classified - Joe Kaesers first employee survey turned out bad - and is guarded like a state secret."
„ … What Kaeser and colleagues confused:: Above all it's the performance of the management, that is - from the perspective of the employees - questionable. Overall, too little is directed according to the workforce - and the, Although Kaeser always stressed the value of strong leadership. Counteract now he's with a new performance rating for the top management, includes the qualitative criteria.
Whether this will untie the knot? Many managers complain, Kaeser concentrating too many decisions for himself and one (shrinking) Coulter confidant. A fear- and the waiting culture have crept in, According to the motto: "Let's wait, What does Joe." The sequence: Many decisions are made faster, but like more slowly than in the past."
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- Lack of transparency
- It's not about "strong" leadership, but intelligent and appropriate, variable Guide, the vacuum avoids and connections establishes and maintains.
- A new performance evaluation is a totally unsuitable means, Leadership to a higher level to lift.
- Means to take decisions itself, leave your role, to regress to a "Ich do it better yourself level". This behavior increases the illusion of control. In truth this control is lost.
- This is a stress- and overload signal. And that is the wrong signal to the employees, Customers and analysts.
- Only confidante is retreat to rally. To build the wagon castles as a defence strategy. When you start to, its own employees to fend off, one insulating itself from companies and loses not only the approval of, but above all the access to the resources. Implementation- and design forces are lost.