Wally Hauck is proud to announce the release of the book Stop the
Leadership Malpractice: How to Replace the Typical Performance Appraisal, to be
released by Motivational Press. Wally Hauck finds inspiration from Dr.
W. Edwards Deming, Alfie Kohn, Peter R. Scholtes all have inspired Wally beyond his wildest initial dreams of becoming a consultant.
All of these men are my heroes because they boldly communicated new ideas in the
face of much resistance and criticism. Their strength of conviction still drives
me forward today. Without them forging a path I am not sure I could have endured
the challenges and the resistance that the typical leader communicates everyday.
In the words of Jim Kimple, For a while, in the ’80s and’90s, the
most popular writer in Japan was C. Edwards Deming, remembered in the US as the
dean of the quality movement. His thinking was key to the ‘Japanese miracle’
that gave us the Toyota System and revolutionized manufacturing. But he was
often ignored at home. Enter Wally Hauck. Wally has applied Deming’s “Theory of
Profound Knowledge” to the performance appraisal process and beyond. His book
provides the rationale and means to transform leadership and organizational
systems, to remove systems obstacles to performance, and to create a Complete
Performance Improvement Process (CPIP). The book makes the profound accessible,
and it is eminently practical–I’ve seen CPIP in action, and it works.
In an engaging interview, Wally Hauck can discuss:
How leaders can create an environment of optimum employee engagement and
trust. How can we transform from a manager dependent environment to a
Linda Meola said, Stop the Leadership Malpractice identifies obsolete
Industrial Age business management philosophies and practices that hinder
break-out performance. The book offers practical tools to launch organizations
into the Knowledge Age, rescuing creativity and innovation, and putting an end
to operational dysfunction, employee malfeasance, and talent drain.
Managers dictate and control, leaders empower and develop. Wally artfully
presents the implications of leadership malpractice on organizational
performance presented as a legal argument citing thought-provoking analogies,
respected management theories, and higher-level thought.
Brilliant and masterful, this book offers insights and tools for creating
healthy, positive, and effective organizational cultures; aligning values and
objectives with employee engagement. Wally’s system for Continuous Performance
Improvement Planning is the missing link in creating congruent organizations and
shared values that drive lasting change and transformation. Those values are
identified as truth, trust, openness, honesty, respect, risk-taking, mentoring,
giving credit and caring. Where these values are present, fear is abolished and
creativity is unleashed allowing employees to focus on problem-solving.
Wally’s message has broad implications for the health of individuals, families,
organizations, and the economy. The principles of examining the system in which
we operate resonate with those of some of the most intuitive minds in our
history. Albert Einstein said, “The environment is the sole governing agent of
the particles.” Bruce Lipton’s, stem cell research reinforces the concept, “The
environment in the petri dish dictate what the cells become.” The same is true
with people. Deming’s System of Profound Knowledge acknowledges the role of the
integrated system on individual employee performance. Wally provides tools for
optimizing employee engagement and performance in the knowledge age.
A must read for those who strive for a competitive advantage and who subscribe
to the notion that people are our most valuable assets..
A leader is a professional who is responsible for a standard of care of the
organization and its stakeholders (employees, customers, investors). The use
of the typical appraisal process is a breach in that standard of care. Its use
causes injury to employees, customers and investors in ways that often cannot be
measured. The injuries are emotional and are manifested in the lower employee
engagement, lower productivity, poor quality and poor attitude.
Most Human Resource professionals, CEOs and attorney attribute the failure of
the typical performance appraisal to poor management skills and or poor training
of those managers who must implement it. This is incorrect. The techniques
used by managers who conduct the typical appraisal meetings are the cause of
failure. The book makes a strong case that it’s the design and the premises
which underlie that design which are flawed. The book explains how these flaws
cannot be overcome by even the most skilled of managers. The flaws can only be
fixed by leadership and any leader who ignores this responsibility is guilty of
malpractice. It’s in the assumptions and decisions of the leadership that
must change first to make way for a replacement which more closely aligns with
natural law and with the requirements of our “new” knowledge economy.
Appraisals attempt to measure the performance of an individual in a complex
system. With stories and case studies this book demonstrates how it’s
impossible to accurately separate the performance of an individual part from the
influence of a complex system. Any attempt to do so is guesswork, opinion, bias
The book makes a case for a replacement process which is consistent with systems
thinking. This alternative, The Complete Performance Improvement Process
(CPIP), enables leaders to build trust between the individuals and not damage it
as the typical appraisal does. This alternative enables leaders and the
employees to act as partners and colleagues to solve process issues instead of
the judge and the judged.
The alternative (CPIP) heaps a greater sense of responsibility on both the
employee and the leader. These responsibilities are of higher quality and
create higher standards of behavior and performance. The alternative demands
employees are treated like adults and not like children. It enables managers to
behave like facilitators and not omniscient parents and/or arrogant biased
CPIP provides a process for immediate feedback and that process enables anyone
(not just managers) to deliver that feedback without fear of retribution and
without bias. The feedback is delivered solely for the purpose of increasing
trust and/or improving learning both of which will lead to improved performance.
CPIP discourages (and can prevent) feedback for the purpose of manipulation and
for personal gain at the expense of the system performance.
CPIP facilitates the creation of joy at work for all employees. It’s a tool
that enable leaders to create an environment that fosters fun, trust, the love
of learning, innovation, productivity, continuous improvement, and outstanding
results. It unleashes employee engagement. It also puts positive pressure on
every one to improve their leadership skills. CPIP does all of this and it has
the potential to do even more. The book explains the foundational theory,
suggestions on how to implement the new process and ideas on how to sustain it.
It also contributes to a vision of the future which includes self-organizing
teams and a self-organizing system.
To schedule an interview with Wally Hauck, contact Janet Carson at
760-208-4990 or firstname.lastname@example.org.
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
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.
Motivational Press is a global leader in the field of general interest publishing, dedicated to providing the best in
nonfiction for consumers of all ages,
across all printed, electronic, and audio formats. Motivational Press is a broad-based publisher with
strengths in business books, self-help books, health, wellness, sports,
narrative nonfiction, reference, pop culture, design, and religious and
spiritual books. Motivational Press is consistently at the forefront of
innovation, using digital technology to create unique reading experiences and
expand the reach of its authors. Its divisions include Motivational Press Adult Publishing,
Motivational Press Children’s
Publishing, Motivational Press Audio, Motivational Press Digital and international companies in Australia,
Canada, Germany, Brazil and the United Kingdom. For more information, visit
Chief Marketing Officer
[tag Wally Hauck, Stop the Leadership Malpractice: How to
Replace the Typical Performance Appraisal, Linda Meola]