Creating High Performers, offers managers the means to answer, "Have I done all I can to improve employee performance?" Uncertainty leads to managers not addressing underperformance, not maximizing the potential of good performers and not finding satisfaction in people management.

The author's 7 Questions are the foundation for a conversation leading to targeted, effective coaching. Real-life stories experienced by the author as a manager or coach illustrate the value of each question.

Effective performance management stems from understanding the "why" for failure to perform or reach potential. Knowing why a manager can take responsibility for shortcomings or confront employee lack of motivation or confidence. The 7 Questions unearth the true why and reveal needed elements of a performance improvement plan.

Not knowing and acting on the why has resulted in a grim reality within organizations. Namely, "bad bosses" cause 78% of unwanted turnover and a consistent low employee engagement rate. And, lack of tools and training for "bosses" leaves them disheartened.

This newly revised and updated second edition expands on why traditional models/methods of supervision are failing, and most employees remain disengaged. It includes an expanded outline on a new role for people managers and how to use the original 7 Questions to meet seven challenges virtually all organizations face.

This edition addresses the challenges identified most often by managers putting the 7 Questions to work. An added chapter deals with determining the cause and finding a solution for employees who appear motivated and engaged but aren't performing.

For those new to managing others, this book brings needed clarity and method. For experienced managers, it offers a new approach to overcome the ill effects of old practices. It details how to shift to a new role and establish the trust this new method requires. For both, it offers a way to gain greater satisfaction from managing others and to add more value to your organization.

Organizations that have adopted the 7 Questions to supplement or replace traditional annual employee evaluations have experienced a significant positive shift in organizational culture through improved relationships, greater trust, higher engagement, and better "bosses."

Following graduate school, William Dann began a 13-year management career, nine as CEO. Early years spent in a cross-cultural rural Alaska setting taught him the foundations of employee motivation and development and spurred a life-long passion for realizing employee potential. Not wanting to repeat the early supervision failures he made or observed, led to a checklist of questions that must answered affirmatively to assure success. That checklist became the genesis for the writing of the first edition. Lessons learned teaching the method prompted the writing of a revised and expanded second edition.

William founded his consulting firm, Professional Growth Systems LLC, to pursue the passion for realized potential, developing a series of proprietary products to get organizations and individuals there. His firm has served over 200 clients of all types throughout the U.S. and internationally. He served six years as an adjunct professor at the graduate level at Boston University, teaching both U.S. and international students.

Bill maintains a blog you can subscribe to at http://www.professionalgrowthsystems.com. You can also find him on LinkedIn (William Dann), Facebook (Professional Growth Systems), or Twitter (ArcticWill).

Bill continues to consult, coach, teach, develop products and write. He lives in Alaska with his wife, Jenny. Son Tyler and family live nearby.