Stop the Leadership Malpractice:How
to Replace the Typical Performance Appraisal by Wally Hauck, PhD,
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 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.
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.
[tag Wally Hauck, PhD, CSP Stop the Leadership
Malpractice:How to Replace the Typical Performance Appraisal][category Books