Why Your Gut Feeling About Employees Is Probably Wrong
Published on 08/28/2026 at 15:23 | Editorial boerse-global.de
The modern workplace has a feedback problem, and it starts at the top. While authenticity has become something of a corporate buzzword, organisational psychologist Tomas Chamorro-Premuzic argues the opposite: bringing your unfiltered self to work may actually be a sign of unprofessionalism.
Leadership, he contends, should be viewed as a role rather than a platform for self-expression. What matters is not how a manager presents themselves, but the effect they have on their team and the wider business. Emotional intelligence and strong self-control top his list of essential leadership traits.
The Subjective Trap in Performance Reviews
Many managers are still evaluating their people on shaky ground. Rather than relying on structured tools, they base assessments on gut instinct, isolated voices from the team, or data that has long since gone stale. That is a recipe for skewed results and demoralised staff.
To counter this, experts recommend four pillars for a healthier feedback culture: collect input on a regular schedule, draw from a wide range of sources, watch for patterns over time, and keep a strict line between whether someone can do the job and whether they want to do it.
The same discipline that improves performance reviews applies to workplace safety — you need structured, documented processes rather than gut instinct. A free toolkit with 41 ready-to-use templates and checklists helps you systematically identify and manage risks across your operations, from fire safety to lone working. Download the free Risk Assessment Toolkit
Lise Lewis, an expert in the field, digs deeper into this subject in her book Feedback Intelligence. Published by Routledge, the 180-page volume — priced at CHF 196.50 — explores how feedback processes shape relationships and, in turn, develop better leaders.
When Performance Slips: Talk, Don't Assume
Dealing with underperformers calls for nuance. The key, according to experts, is separating the work itself from the criticism being voiced. Managers should hold concrete conversations about shortfalls while staying open to pushback — and they should evaluate counter-suggestions fairly, using targeted questions to test ideas rather than dismissing them outright.
Before anyone starts drafting a termination letter, consultant Regina Volz advises leaders to look in the mirror first. Were expectations actually communicated clearly? Was feedback given consistently and often enough? In many cases, the root of the problem lies not with the employee but with the management style applied to them.
The need for adaptable leadership is reinforced by Daniel Goleman's well-known six leadership models, which show that no single approach works in every situation.
The Remote Work Blind Spot
Distributed teams bring their own communication challenges, and five values have emerged as essential: clarity, conciseness, coherence, consistency and confidence. Research shows productivity gains of 20 to 25 percent among well-connected remote workers — yet the psychological toll remains steep. Surveys indicate that nearly half of all employees are at risk of burnout.
There is also a subtler hazard at play. The so-called "proximity bias" leads managers to instinctively rate colleagues who are physically present as more productive than those working from home, regardless of actual output. Combating this distortion requires evaluating people strictly against predefined goals and leaning more heavily on asynchronous communication so that everyone competes on a level playing field.
Just as remote work demands clear documentation of performance, workplace safety demands clear documentation of risk. Over 37,000 UK businesses already use a free toolkit that covers essential regulations like COSHH and PUWER with ready-to-use risk assessments and checklists. Get the free Health & Safety Toolkit
Building the Skills to Lead
For those eyeing management roles, communication is just the starting point. Decisiveness, empathy and self-management are equally critical. One avenue for development is the web seminar "Changemanagement – Kommunikation im Wandel" (Change Management – Communication in Transition), led by instructor Mathias Hamann, which covers emotional dynamics and de-escalation techniques.
The course costs 350 euros for members and 450 euros for non-members. Career advisers also point to practical steps like setting SMART goals, cultivating professional networks and raising one's internal visibility as ways to accelerate advancement.
