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Stop the Leadership Malpractice: How to Replace the Typical Performance Appraisal by Wally Hauck,PhD, CSP


Stop the Leadership Malpractice: How to Replace the Typical Performance Appraisal by Wally Hauck,PhD, CSP

About The Book:

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 attorneys 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 not only incorrect, it is tragic.  The book makes a compelling case that the premises which underlie that design of the typical performance appraisal are flawed and those premises lead to a flawed design The book explains how these flaws in premise and design 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 of a system from the influence of the entire complex system.  Any attempt to do so is guesswork, opinion, bias, and malpractice.  
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 avoid the damage caused by the typical appraisal.  This alternative (CPIP) enables leaders and the employees to act as partners and colleagues to solve process issues instead of acting as the judge and the judged.
The alternative (CPIP) heaps a greater sense of responsibility on both the employee and the leader.  These responsibilities create higher standards of behavior and performance.  The alternative demands employees be treated like adults and not like children.  It enables managers to behave like facilitators and not omniscient parents and/or arrogant biased judges.  
CPIP provides a process for immediate feedback and that process enables anyone (not just managers) to deliver 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 enables 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 everyone to improve their leadership skills and their ability to self-manage.  CPIP does all of this and it has the potential to do even more.  The book explains the theoretical foundation, 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.


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About The Author:

Dr. Wally Hauck, CSP helps leaders boost profit by unleashing the genius of every employee.  By showing leaders how to get the best from their teams, with proven methods and by avoiding morale-busting mistakes, leaders can achieve their strategic goals more quickly and with less waste.
For more than 20 years Wally has worked with nearly 200 organizations, hundreds of leaders, and thousands of employees to optimize engagement and customer experience. Many have achieved significant transformational improvements.
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.  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.
Wally is a proud member of the C-Suite Advisors Network
Wally is married to his lovely wife Lori for over 26 years.  They have two daughters, one son, three grandchildren, two rescue dogs a very dysfunctional cat. Wally has passion for golf, family, politics, and good movies


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