The Art of Waking People Up. Kenneth Cloke

books in this series are addressed to thoughtful leaders, executives, and managers of all organizations who are struggling with and committed to responsible change. My hope and goal is to spark new intellectual capital by sharing ideas positioned at an angle to conventional thought—in short, to publish books that disturb the present in the service of a better future.

      BOOKS IN THE WARREN BENNIS SIGNATURE SERIES

Branden	Self-Esteem at Work
Mitroff, Denton	A Spiritual Audit of Corporate America
Schein	The Corporate Culture Survival Guide
Sample	The Contrarian’s Guide to Leadership
Lawrence, Nohria	Driven
Cloke, Goldsmith	The End of Management and the Rise of Organizational Democracy
Glen	Leading Geeks
Cloke, Goldsmith	The Art of Waking People Up

      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.

      Published by Jossey-Bass

      A Wiley Imprint

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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