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212 PART 3: THE PERSONAL SIDE OF LEADERSHIP
effectively address the observed behavior and consequence. Each element is com-
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municated from the leader to the individual or organization. Furthermore, the
development becomes an observation in the next feedback loop. For example, a
leader who observes development and assesses it positively may consequently pro-
mote the responsible follower.
Leaders can use these four elements to provide feedback that facilitates growth
for followers and the organization. For example, when he was senior vice-president
of Dell, Kevin Rollins changed the culture by asking every manager to submit to
360-degree feedback from followers and colleagues. Rollins himself received sting-
ing comments. He was said to be aloof, a poor listener, unapproachable, icy cold,
argumentative, and even bullheaded. Rollins welcomed the feedback, and stood
before 50 other top executives and acknowledged his need to grow as a manager.
“I could give the cold, calculating answer, but I really wanted to be a more inspria-
tional leader,” Rollins said. “Maybe I can’t be George Washington . . . but I can
always do better.” Honest feedback was the trigger for Rollins’s growth. 54
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Yet most people face significant challenges in giving and receiving feedback.

For one thing, the feedback process is usually characterized by high levels of emo-
tion, and many traditionally trained managers have been accustomed to thinking

that emotions have no place in the organization. They thus find it both exhausting
and uncomfortable to confront the strong emotions that may arise in a feedback
situation. A second drawback to effective feedback is that leaders and followers
may have different cognitive styles, as described in Chapter 4, and may see things
in very different ways, which can lead to misunderstandings, disagreements, and
communication breakdowns.
There are several ways leaders can optimize the use of feedback and mini-
mize the confl ict and fear that often accompanies it. Giving good feedback re-
quires emotional intelligence, as described in Chapter 5, courage, as discussed in
Chapter 6, and an understanding of different personalities and thinking styles, as
discussed in Chapter 4. Empathy is one of the leader’s most powerful tools during
the feedback process. The leader must be able to put him or herself in the follower’s
shoes and understand what the follower might be feeling. Empathy helps the leader

approach feedback in a way that reflects a genuine concern for the follower. Here
are some other tips for using feedback to develop effective followers:
• Make regular feedback a habit. Feedback should be an ongoing process.
Leaders should not save everything up for an annual performance review.
In addition, by tying feedback to specific goals and objectives, leaders
make criticisms and suggestions for improvement concrete to the follower.
The leader can also provide illustrations or examples to clarify what
behavior is considered ineffective and what actions the leader wants from
the follower.
• Use elements of storytelling. Followers as well as leaders usually learn a lot
more from examining the story of how and why something happened than
they do from conventional evaluations that might seem like a “chewing out
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from the boss.” This is one of the most powerful approaches to feedback
because investigating what happened and why typically puts the leader and
follower on an equal footing. Both people are involved in examining their
roles and responsibilities in the problem. Chapter 9 discusses communication
and using metaphor and story in detail.
• Be generous with positive feedback. Too many leaders offer feedback
only when something goes wrong. They should remember to congratulate
behaviors that support the organization’s vision and goals, while at the