Wally Hauck, PhD has a cure for the “deadly disease” known as the typical performance appraisal. Wally holds a doctorate in organizational leadership from Warren National University, a Master of Business Administration in finance from Iona College, and a bachelor’s degree in philosophy from the University of Pennsylvania. Wally is a Certified Speaking Professional or CSP. The Certified Speaking Professional (CSP) designation, established in 1980, is the speaking industry’s international measure of professional platform skill. For 18 years his consulting firm, Optimum Leadership, has consulted with dozens of organizations and coached hundreds of individuals in improving leadership skills, employee engagement, and performance.
The video cannot be shown at the moment. Please try again later.
Wally embraces Dr. W. Edwards Deming’s Theory of Profound Knowledge to assist leaders to develop remove obstacles in the system that block effective performance. As a professor of Organizational Change and Development at the University of New Haven in Connecticut Wally received the highest ratings of all professors in 2012.
The aim of this book is to compel leaders to replace their typical performance appraisal methods with one more closely aligned with systems thinking. In addition, the aim is to replace it with one that actually achieves the desired outcomes of increasing individual development, improving communication between employees, implementing organizational strategies, and improving organizational performance.
The motivation to replace the typical performance appraisal methods is achieved by clearly articulating four essential steps. First, the book clearly demonstrates the folly of using the typical performance appraisal. It provides compelling evidence of its inability to achieve the intended outcomes. Most leaders who use the typical appraisal process are already convinced of this.
Second, the book explains how we have all been misled (with the best of intentions) to adopt a flawed paradigm that sustains (justifies) the use of the typical appraisal.
Third, it describes a more effective leadership paradigm (systems thinking and Dr. W. Edward Deming’s System of Profound Knowledge) which is based on a set of assumptions consistent with systems thinking.
Finally, the book provides a replacement for the typical performance appraisal (aligned with the more effective paradigm) which enables leaders to address the daunting contemporary challenges that keep them awake at night.