Читать книгу The Art of Waking People Up - Kenneth Cloke - Страница 37

We all need feedback, coaching, mentoring, and assessment at various points during our work lives. These processes are necessary because our eyes focus outward rather than inward, because our language creates abstractions that separate us from direct experience, because our actions rarely bring us what we really want, because we try to hold on to pleasure and avoid pain, because we lie to ourselves about who we are to overcome feelings of inadequacy, because what we think we already know prevents us from learning anything new or different.

Yet our work lives also include moments when we are more inclined to wake up and change the way we think and act. In these moments, we become more aware of our surroundings and are able to notice that our behaviors are not as effective as we would like them to be, that we are not getting where we want to go, that we can learn something new or improve our skills, that we can choose to turn our lives around. Seven of these moments occur in every work life:

 • Entry. The first opening takes place when we are hired into a new job and our attitude is optimistic and receptive to learning. We are fresh, vulnerable, and unburdened with the preconceived notions that nearly always block listening. We are responsive to feedback and willing to learn new behaviors. As beginners, we do not think we know all the answers, and are willing to entertain novel ideas and correct our mistakes simply to be accepted and succeed in a new environment.

 • Aspiration. A second opportunity takes place when we consciously choose to learn and develop ourselves, or are promoted, or are given a challenging assignment, or simply desire to hone our talents and abilities. This can happen at any time in connection with any task. In doing so, we transcend lethargy, apathy, cynicism, and organizational cultures that reward minimal performance rather than maximal effort, and begin to see ourselves in a new light.

 • Feedback. A third opportunity presents itself when we are given honest coaching, mentoring, or feedback by colleagues, or when we receive a performance evaluation or assessment that criticizes our work. It then becomes possible for us to identify what we can do better, clarify our goals, and develop the strategies and skills we need to succeed.

 • Change. A fourth turning point appears when the rules of the game are changed and a new configuration of expectations, guidelines, and strategies is presented, for example, when a merger or consolidation takes place, or there is new leadership. Every change offers a chance to learn something new, if we can learn to recognize and exploit these opportunities.

 • Leadership. A fifth opening arises when we watch leaders who model openness to learning, or when we become leaders ourselves. This opening occurs when we decide to take responsibility for our actions and inactions and the results we create, even by our subtlest intentions. Leadership is a relationship, both with others and with ourselves. Successful leadership starts by listening responsibly to what others want and learning from our mistakes.

 • Failure. A sixth opportunity appears when we have failed, or are having problems or conflicts, or perceive that we are in trouble. Our difficulties can make us more rigid and entrenched, or they can teach us to set aside our defensiveness and search for fresh answers. When we adopt a learning approach, we can turn potential disasters into opportunities, achieve goals that seemed impossible and uncover countless ways of being more effective.

 • Success. A seventh occasion arises when we think we are done, or have it made, or retire, or quit, or reach a peak of self-satisfaction, fulfillment, and achievement. We then have an opportunity to start all over again and reach new levels of experience and expertise. It is possible for us in these moments to explore parts of ourselves that we have suppressed or ignored, and return to being beginners.