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milford, USA
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About

Wally Hauck 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. He is a Certified Speaking Professional and since 1996 his consulting firm, Optimum Leadership, has consulted with dozens of organizations and coached hundreds of individuals in improving leadership skills to boost employee engagement and performance. Wally also holds an adjunct professor position for Organizational Change and Development at the University of New Haven in the Department of Industrial Organizational Psychology.

Education

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. Wally has a passion for helping leaders let go of the old and embrace new thinking to improve leadership skills, employee engagement, and performance.
Wally embraces Dr. W. Edwards Deming's Theory of Profound Knowledge to assist leaders to remove obstacles in the ...See All

Experience and Distinctions

Certified Speaking Professional designation from the National Speakers Association

Professor of Organizational Development and Change at the University of New Haven Industrial Organizational Psychology Department

Other Sites
Expert Academy on LiL
27 Completed Sessions
Last Session:
Tue Jan 12 2016 at 08:00 am EDT
Last Log-in:
Tue Jan 12 2016 at 07:24 am EDT
On Learn It Live Since:
Monday Feb 6, 2012
Classes (27)
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Business schools do a good job teaching how to manage but do a lousy job teaching how to lead. Managers often avoid giving feedback and employees often resist receiving it. Managers are poor at giving useful feedback and there is good reason. Employees often avoid it to prevent being criticized and to protect their reputations. Employees often prefer to stay in denial than to hear the truth and to change. It is often safer to pretend you are a good performer than to admit you need help. This "feedback disability" most often reveals itself in the annual performance appraisal which remains the most popular management tool. Employees need frequent and regular feedback to be fully engaged and this might explain why the percentage of engaged employees remains stagnant in the high 20's (Gallup 2012). Engaged employees are twice as productive as disengaged employees (The Temkin Group 2013). Furthermore, this "feedback disability" creates dysfunction that contributes to the organization's inability to effectively and efficiently achieving its strategic objectives and serve customers. Fearless Feedback is a leadership model and set of tools that enable organizations to correct this disability. The Fearless Feedback tools and techniques can help anyone to improve the work environment so people take responsibility for their own development and willingly improve the quality of their interactions. Fearless Feedback results in higher quality communication between individuals and departments. It enables everyone to hear you without the fear of criticism. Fearless Feedback ultimately results in superior quality improvement of an organization's products and services. In this step-by-step presentation, participants will learn:  - A leadership model and tools that enable anyone to improve their ability to facilitate the most effective performance discussions - Why and how our leadership must evolve to address these enormous economic and human resource challenges - How to start the evolution for yourself and your co-workers - Two Tools that can begin to create a workplace environment that results in Fearless Feedback - What you can do now to adopt the Fearless Feedback model and incorporate it into your typical performance appraisal.
Virtually every Human Resources today vigorously shakes his/her head up and down whenever they are asked if they regularly see employees behave like children. Why is it that adults behave like children at work? The word "supervise" means to oversee i.e. "over" (super) "see" (vis). This suggests that employees must be watched carefully to assure quality, proper behavior, effort etc. Is this what we want in our organizations? Does overseeing people's work improve performance? Is this even possible in today's fast paced working environments? There are two types of childish behavior. One has a very positive impact on the organization, the other damages productivity and performance. The webinar shows participants how to encourage the positive and discourage the negative. Participants will learn: The two types of childish behaviors The causes of childish behaviors and how to remove them A breakthrough leadership model which can bring forth the adult in all employees The impact you can achieve now
Agreements Coach Leadership: Respectfully Influencing Accountability An effective leader holds many important competencies. They often must be a visionary, communicator, coach, motivator, project manager, knowledgeable and possibly many others. Just as a valuable house must have a solid foundation so must an effective leader's skills. The ability to facilitate agreements is often an overlooked competency. Coaching is a process which creates voluntary development through trusting relationships, inspiration, and insight (new options and methods). The ability to facilitate agreements is a key foundational element in the coaching competency. For nearly 20 years my audiences have asked for ways to improve accountability in their organizations. We all need an environment that promotes trust, provides the appreciation and can "hold people accountable" when necessary. Many of us have been taught to rely heavily on the "old" industrial age domineering management style (which often damages trust. In this highly interactive session, Wally Hauck explains why facilitating agreements is more important than ever in our new knowledge economy. He explains how the century old practices are slowly becoming obsolete under the new demands and what leaders can do now to improve their agreements coaching skills. In this interactive session participants will learn: - Why control strategies will no longer create a competitive advantage - The secrets of agreements coaching leadership and how to create an environment of trust, engagement, and innovation without the unintended consequences of the "old" style - How trust and agreements coaching leadership increases adaptability to change for individuals and the entire organization which improving accountability - Why agreements coaching skills must be learned by every leader and what you can do to now to start
Bullying and employee engagement don't mix. Bullying is one person intimidating or threatening another in a disrespectful, dominating, or cruel manner. Bullies tend to put performance results ahead of all other considerations including respect and trust. Bullies think about themselves and not about others. Aggressiveness is action without regard to others. It's an "I win and you lose" strategy. Assertiveness is action with a "win-win" strategy. Employee engagement can only grow in a culture that discourages and prevents bullying while encouraging collaboration, respect, and effective relationships with win-win communications. Bullies damage performance and we must have a strategy to deflect and/or eliminate the inappropriate behaviors or risk increasing costs and lost performance. In this one hour webinar participants will learn: -Why bullies exist and why they survive in organizations -How to shift your thinking about a bully to create positive power and influence -Techniques which will re-direct the bully's attacks and starve the source of a bully's power
Wally Hauck
Career Development > Leadership
Recorded: May 05, 2015 at 08:00 am EDT
Someone once said, "Leadership would be easy if it weren't for the people." Are the people the cause of problems or is it our leadership model? The problems of today stem from poor leadership, and only effective leadership will bring our organizations and society back to hope and prosperity. Research over the past 30 years confirms that only 21-30% of employees are engaged. This means only a small percentage actually care about you, the company, and the customers enough to put in extra effort. Improved leadership is not only needed at the highest levels, but throughout our society - down to the smallest of companies, departments, offices, and even personal lives. This webinar provides basic leadership principles in order to build a successful foundation for employee engagement and organizational performance. Tomorrow's leaders must be able to predictably engage people and teams to create long-term positive improvement. This webinar can help established executives and managers and also those new to their careers. Every single person can and must be a leader at some level and must know how to improve. By understanding and applying the principles anyone can gain influence and improve performance through others - regardless of the size of their organization. In this 60 minute webinar participants will learn (or re-learn): - How we have been taught the wrong theory of leadership and it's making things worse - The basics we can practice every day which will continuously improve accountability and performance - Where leaders can focus energy and resources to avoid problems in the future
The two most important people-abilities required to achieve a competitive advantage into the future were identified by 4,700 executives in a 2008 survey by a professional Human Resource consulting company. These two critical abilities are:  The ability to manage talent  The ability to improve leadership The shift in our economy from local to global and from industrial to knowledge has created pressure on leaders to improve their competencies of dealing with people and managing complex systems. This webinar offers practical theory and tools that enable anyone to influence others to willingly exert effort toward higher productivity and improved performance. This program is designed to help leaders to upgrade and improve two critical new competencies needed to lead a modern organization i.e. skill necessary to improve both interpersonal interactions and complex system interactions. In this webinar participants will learn: • A definition of coaching which offers the best opportunity for improvement • A process of coaching which can enable anyone to begin to facilitate improvement • A deeper and useful understanding of systems thinking and how it can help us be better coaches • A checklist which can create immediate improvement  
The Bible tells us that we must first trust each other with the little things before we can trust with the big things. So it is with leaders. It is the little behaviors every day that either build trust or damage it. Employees entrust their leaders with their incomes (salaries) and their careers. These are BIG THINGS. To feel confident in these, employees must also be confident in the little things leaders do. Without a high level of trust or confidence engagement will plateau or even drop. Anyone who thinks they can achieve employee engagement without high levels of trust is sorely mistaken. Trust is a cornerstone in the foundation for employee engagement and leaders must be aware of its level and how their actions and decisions can impact it. There are four strategies leaders can use to be sure they are optimizing trust and therefore building a foundation for engagement. In this webinar participants will learn: - A leadership model which enables seamless relationship repair - The "real" root cause of most conflicts - The definition of trust - The four steps to reconciliation - How to get started
The average manager attends 3-4 meetings per day. Estimates tell us nearly 50% of that meeting time is wasted. This translates into 30-40 hours per month of wasted time (4 work days). Because time is one of the most important resources organizations unable to manage meeting time will remain uncompetitive. Managing meetings is one of the most important competencies for making decisions, achieving goals, and motivating others. Combine the ability to run an effective waste-free meeting with the ability to be proactive by both solving problems and preventing them and you have a powerful combination for improvement. Six Thinking Hats is a practical, fast paced, fun, interactive and remarkably effective tool that can be used by any leader to help a team create innovative solutions by thinking more effectively and cooperatively about problems. It is a practical and uniquely positive approach to making decisions and exploring new ideas in a team. Anyone who facilitates meetings and needs faster high quality answers to problems will benefit from this webinar. Participants will learn: - The description of the Six Thinking Hats method - When to use the Six Thinking Hats in a meeting - How to facilitate a problem solving meeting with the tool to both solve a problem and ideally avoid it in the future
Why Employees Behave Like Children: How Can They Grow Up Quickly? Virtually every Human Resources today vigorously shakes his/her head up and down whenever they are asked if they regularly see employees behave like children. Why is it that adults behave like children at work? The word "supervise" means to oversee i.e. "over" (super) "see" (vis). This suggests that employees must be watched carefully to assure quality, proper behavior, effort etc. Is this what we want in our organizations? Does overseeing people's work improve performance? Is this even possible in today's fast paced working environments? There are two types of childish behavior. One has a very positive impact on the organization, the other damages productivity and performance. The webinar shows participants how to encourage the positive and discourage the negative. Participants will learn: -The two types of childish behaviors -The causes of childish behaviors and how to remove them -A breakthrough leadership model which can bring forth the adult in all employees -The impact you can achieve now
Leaders today suffer from a crisis of trust and accountability. Accountability is misinterpreted and misunderstood in many organizations. It is often interpreted as a form of punishment for sins committed. Yet organizations cannot be optimally successful without a high level of accountability and employee engagement. Engagement and accountability move together and we are failing at both. According to Stephen Covey (The Speed of Trust) only 2 in 10 trust their organization and only 13% trust the other departments. Gallup's annual survey on employee engagement continues to show only 29-31% of employees being engaged. Accountability is ability not a punishment. It is an ability to explain or justify actions for which we are responsible. It is a way to demonstrate our integrity. To improve accountability there are more useful realities. Leaders can manage it much better and they must!! To do so requires a shift in thinking and a change in techniques. That is what this webinar is all about. Participants can expect to learn: - Why our current accountability model is holding us back - The three myths of accountability which create unintended consequences including damaged employee engagement - A new model and techniques to influence everyone to behave with accountability with every single action
Managers often avoid giving it and employees often resist receiving it. Managers are poor at giving useful feedback and there is good reason. Employees often avoid it to prevent being criticized and to protect their reputations. Employees often prefer to stay in denial than to hear the truth and to change. It is often safer to pretend you are a good performer than to admit you need help. This "feedback disability" most often reveals itself in the annual performance appraisal which remains the most popular management tool. Employees need frequent and regular feedback to be fully engaged and this might explain why the percentage of engaged employees remains stagnant in the high 20s (Gallup 2012). Engaged employees are twice as productive as disengaged employees (The Temkin Group 2013). Furthermore, this "feedback disability" creates dysfunction that contributes to the organization's inability to effectively and efficiently achieving its strategic objectives and serve customers. Fearless Feedback is a leadership model and set of tools that enable organizations to correct this disability. The Fearless Feedback tools and techniques can help anyone to improve the work environment so employees take responsibility for their own development and willingly improve the quality of their interactions. Fearless Feedback results in higher quality communication between individuals and departments. It enables employees to take greater personal responsibility for their development and for their results without depending upon management for feedback and without the fear of criticism. Fearless Feedback ultimately results in superior quality improvement of an organization's products and services. In this step-by-step presentation, participants will learn: - A leadership model and tools that enable anyone to improve their ability to facilitate the most effective performance discussions - Why and how our leadership must evolve to address these enormous economic and human resource challenges - How to start the evolution for yourself and your co-workers - Two Tools that can begin to create a workplace environment that results in Fearless Feedback - What you can do now to adopt the Fearless Feedback model and incorporate it into your typical performance appraisal.
In the age of information we can never spend enough time absorbing all the information that is thrust at us during each waking hour. The key to handling this barrage of information is the ability to think clearly. No matter how good we think we are at thinking we can always improve and we must. In this world of global competition, the most important strategic advantage of any company is its ability to learn. The better the employees can think, the more quickly the organization can learn. One of the main difficulties in thinking is trying to think about too much at once. The other main difficulty is confusion that is often caused by difficulty number one. The key to this dilemma is a predictable process for thinking clearly. This process has been developed by Edward De Bono. He calls it his Six Thinking Hats Process. The main purpose of this process is to help a group to focus attention in one direction at a time. The outcomes of this focus is: • Agreement on action • Acknowledgement of all opinions • Evaluation of all points of view • Everyone feel acknowledged and appreciated for their views • All options are identified (that the group is capable of generating) • Optimal creativity • Shorter meeting times • Better decisions • Increased fun
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