Stop the Leadership Malpractice: How to Replace the Typical Performance Appraisal
Business & Finance, Management & Leadership, Leadership
| Author: | Wally Hauck | ISBN: | 9781681058863 |
| Publisher: | Motivational Press | Publication: | March 10, 2015 |
| Imprint: | Motivational Press | Language: | English |
| Author: | Wally Hauck |
| ISBN: | 9781681058863 |
| Publisher: | Motivational Press |
| Publication: | March 10, 2015 |
| Imprint: | Motivational Press |
| Language: | English |
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.
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.
