Kenneth Cloke
Joan Goldsmith
The Art of Waking People Up
Cultivating Awareness and Authenticity at Work
Copyright © 2003 by John Wiley & Sons, Inc. All rights reserved.
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Credits appear on page 305
Library of Congress Cataloging-in-Publication Data
Cloke, Ken, date.
The art of waking people up : cultivating awareness and authenticity at work / by Kenneth Cloke and Joan Goldsmith.
p. cm.
“A Warren Bennis book.”
Includes index.
ISBN 0-7879-6380-1 (alk. paper)
1. Mentoring in business. 2. Incentives in industry. 3. Organizational behavior.
I. Goldsmith, Joan. II. Title.
HF5385 .C54 2003
658.3'124—dc21
2002015466
FIRST EDITION
HB Printing 10 9 8 7 6 5 4 3 2 1
BOOKS BY KENNETH CLOKE AND JOAN GOLDSMITH
Thank God It’s Monday: 14 Values We Need to Humanize the Way We Work, Irwin/McGraw Hill, l997
Resolving Conflict at Work: A Complete Guide for Everyone on the Job, Jossey-Bass/Wiley, 2000
Resolving Personal and Organizational Conflicts: Stories of Transformation and Forgiveness, Jossey-Bass/Wiley, 2000
The End of Management and the Rise of Organizational Democracy, Jossey-Bass/Wiley, January 2002
BOOKS BY WARREN BENNIS AND JOAN GOLDSMITH
Learning to Lead: A Workbook on Becoming a Leader, Addison Wesley, 1997
BOOKS BY KENNETH CLOKE
Mediating Dangerously: The Frontiers of Conflict Resolution, Jossey-Bass/Wiley, 2001
Mediation, Revenge and the Magic of Forgiveness, Center for Dispute Resolution, Santa Monica, California, 1996
To our mothers, Shirley and Miriam, who encouraged us to wake up, be authentic, and express our values through our work.
Foreword
About twenty years ago I wrote an article titled, with the poignance of a flower child, “Where Have All the Leaders Gone?” What I wonder about today is, Where will the leaders come from? Not too long ago, I did some pro bono consulting for an outstanding research center with a gazillion Nobel laureates on staff. Over the past few years they’ve had a lot of difficulty attracting and then holding on to leadership. The problem seemed simple yet intractable. Anybody who was good enough to pass the rigorous scientific criteria of the search committee didn’t want the job. They wanted to do science. Having served on dozens of search committees for academic deans and presidents, I know the same problem presents itself in many other forums. There is a genuine dearth of people who are accomplished in their disciplines and want to take on leadership and are competent at it. So every other year the aforementioned research institute, after a long, drawn-out process, hired some reluctant soul who, after a year or so, found out he really wanted to go back to his lab, and the search started all over again. Ad nauseam.
Recruiting and sustaining the most talented people possible is the first task of anyone who hopes to create a successful organization and deliver on its promise. The people who can achieve something truly unprecedented have more than enormous talent and intelligence. They have original minds. They see things differently. They can spot the gaps in what we know. They have a knack for discovering interesting, important problems as well as skill in solving them. They want to do the next thing, not the last one. They see connections. Often they have specialized skills, combined with broad interests and multiple frames of reference. They tend to be deep generalists, not narrow specialists. They are not so immersed in one discipline that they can’t see solutions in another. They are problem solvers before they are managers. They can no more stop looking for new relationships and better ways of doing things than they can stop breathing. They have the tenacity that is so important in accomplishing anything of value. And they are aware of what they are doing and bring an authenticity to the process.
Now what’s interesting about all this is that more and more of our workers are,
