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milford, USA

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.


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
Learning Intrest
About Wally Hauck
Group 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
Learning Materials