|Darryl A. Wahlstrom, Ph.D., is an expert and leader in organizational performance. During the past 20 years, he has partnered with a wide variety of workplace teams and leaders to help them identify and overcome critical roadblocks to improved performance. S&P and Fortune companies such as DENSO Manufacturing, Pfizer, Inc., and Zoetis have partnered with Dr. Wahlstrom to help achieve organizational goals. He believes coaching is a powerful, dynamic, and creative process. He provides direct, confidential assistance for executives, leaders, and managers to help them identify their strengths and what may be presently holding them back. Honest feedback and valuable guidance combine to help them craft a workable pathway for personal growth that is both goal-oriented and focused on specific outcomes. He is a certified provider of the pioneering organizational and leadership technologies from Bartell & Bartell, Ltd. He holds the Associate Coach Certification (ACC) credential recognized by the International Coaching Federation (ICF) and advanced certification in Organizational Development Human Resource Management from Columbia University. Dr. Wahlstrom earned his Ph.D. in education at the University of Michigan, with a multi-disciplinary focus on organizational psychology. He frequently speaks and contributes content on leadership and coaching. He is active in several professional organizations including Michigan Manufacturers Association (MMA), Society for Human Resource Management (SHRM), and Society for Industrial and Organizational Psychology (SIOP).|
The Era of Big Work in which corporations recruited and retained qualified workers, metered productivity over a 40-hour week, and incented workers with total compensation packages is the historic norm for the U.S. economy. After the Great Recession (2007-09) and massive layoffs, predictably many professionals did not return to positions comparable to the ones they previously held because of the slow, protracted economic recovery. Many workers, instead, re-appraised their personal direction and took stock of market factors and emerging trends. They intentionally chose not to return to traditional corporate jobs and have pursued careers as freelancers, independent consultants, and contract workers. In fact, estimates suggest that about 42 million, or one-third of all U.S. workers, fall into this category and that by the end of the decade, the numbers will rise by 40% to 60 million people. These independents are often seen as entrepreneurs as if the label were all encompassing, one-size-fits-all, and their success is determined by the presence--or absence--of some elusive quality or trait. There is an opportunity to view entrepreneurism more broadly and, in doing so, support the journeys of a growing number of individuals in their personal and professional growth.