INDEX
A. T. Kearney, 24
Aha!/Eureka! moments, 11, 68, 71, 108
Allen, David, 16
ambiguity, 6, 9, 25, 109. See also creativity
American Psychological Association, 46
Anderson, Ray, 111–14, 118, 132
Apple, 22, 23, 25, 58–59, 68, 108–10, 112, 127
Army War College, 6
Art of Powerful Questions, The (Vogt et al.), 21, 86–87
Augustine, St., 43
authenticity
as “being your talk,” 49
credibility based on, 30, 34–35
factors in, 5
and growth of others, 80, 105–6
innovation and, 129
pause it forward with, 132
Pause Principle on, 34–35, 75–76, 105–6
and personal leadership growth, 41, 43, 49, 75–76, 103
“purpose moment” and, 14
of questions, 86–88
self–awareness and, 10, 20–21, 41, 43, 75
value creation and, 34
awareness in others, 94–95. See also self-awareness
“Back to the Rhythm” expedition, 14
backwards pause, 119. See also pause
Barton, Michelle A., 12–13, 90
Baxter Bioscience, 26
BDNF (brain-derived neurotrophic factor), 66
Beating the Global Odds (Laudicina), 24–25
“being our talk”, 49. See also authenticity
Bennis, Warren, 6, 33, 42, 57, 96
Berkana Institute, 131
Berrett-Koehler Publishers, 15, 121–22, 167–68
bias for action, 91
Bierce, Ambrose, 51–52
BIG–Biosurgery Idea Gurus, 16, 123
Bill & Melinda Gates Foundation, 131
BookExpo America, 1–2
boredom, 90–91
brain functioning. See also mind; thinking
exercise and, 66
hemispheres of brain, 71–72
“intelligent memory” of, 71
meditation and, 69–70
naps and, 66
brain-derived neurotrophic factor (BDNF), 66
Brazil, 18–19
Breaking Away (Stevenson and Kaafarani), 113–14
“Brief” pause practice before surgery, 15–16
Brokatsky-Geiger, Juergen, 101
Brooks, David, 44
Byron, Lord, 72
Cargill, 16
caring directness, 77–79, 126. See also emotional intelligence
Casals, Pablo, 98
Cashman, Kevin
at Army War College, 6
at BookExpo America, 1–2
career of, 163–64
consulting firm of, 31
and ethical transformations in CEO leadership, 132
health crisis in family of, 31–32
and hitting the VUCA wall, 31–32
and pause it forward, 132
Pause Sanctuary in home of, 32
travel to India by, 18
wife and son of, 18, 31–32, 164
and writing The Pause Principle, 17–18
Center for Creative Leadership, 25
Center for Ethical Business Cultures, University of St. Thomas, 8, 132, 164
Center for Mindfulness in Medicine, Health Care, and Society, 69
CFA (Character Foundation Assessment), 48
change. See also growth of others; growth of personal leadership; innovation
and becoming the leader one wishes to
beginning of, in self-change, 84
for collaborative leadership style, 93
as constant of leadership, 68
trauma as change-producing teacher, 96
character. See also courage; humility; wisdom
battle between being self-serving and
serving others, 51–52
character-driven leadership, 30
coping versus, 50–53
definition of, 46
energy benefit of, 54
Leading in Character versus Leading by Coping, 50–54
list of character strengths, 47, 53
self-assessment tools on, 47, 48
self-awareness and, 41
study of, 46–49
values and, 55–58
of youth, 132
Character Foundation Assessment (CFA), 48
Character Strengths and Virtues (Peterson and Seligman), 46–47
Charan, Ram, 79
Charlie Rose Brain Series, 71
Cheerios, 119–20
Chief Executive Institute, 17, 40, 164
Chihuly, Dale, 81
China, 79
Chuang Tzu, vi
Chunyi Lin, 72
Church, Allan, 39
Churchill, Winston, 103
Churchland, Patricia, 71
Cicero, 42
clarity out of complexity, 6, 9, 24–28, 33
Climate Reality Project, 131
Clinton Health Access Initiative, 131
Clooney, George, 96
Coaches Training Institute, 16, 81–82
collaboration
change in leadership style for, 39
“connect and collaborate” system, 93
for innovation, 110–11, 115–16, 119–20
listening and, 89
“command and control” system, 93
commitment in others, 95–97
complexity, 6, 9. See also VUCA forces
Conaty, Bill, 79
Confucius, 51
conscious versus unconscious mind, 71–72
Coolidge, Calvin, 89
Cooper, Thomas, 25
coping, 50–53
core purpose, 61–65. See also purpose
Cornell University, 39
Corporate Executive Board, 82
courage
as character strength, 47, 48, 50, 53
for growth of others, 96
for reflection, 81
for risking experimentation, 33, 115, 116
Coyle, Daniel, 98
Cray, Seymour, 116
Cray Research, 116
creativity. See also imagination; innovation; inventors
Aha!/Eureka! moments, 11, 68, 71, 108
ambiguity and, 25
brain functioning and, 11, 71, 72
cross-disciplinary ideas and, 123
curiosity and, 123
freedom and, 11
and growth of others, 82, 83, 103, 124–25
listening and, 88
meditation and, 69
pause and, 9–12, 18, 80, 107, 124–25, 126
questioning and, 21, 33, 86–87
transcendental pause and, 69, 70
credibility
of leaders, 30, 34–35, 83–84, 87
of managers, 67
cross-disciplinary ideas, 123
Csikszentmihalyi, Mihaly, 70
cultures of innovation. See innovation
curiosity, 123, 128. See also questioning
Dalai Lama, 18
Darwin, Charles, 109
de Gaulle, Charles, 54–55
deep practice, 98
deep/transcendental pause, 66–73, 99–101
“democratization of information,” 93
Descendants, The, 96
discovery skills, 22
Disney, 23
Drawing on the Right Side of the Brain (Edwards), 72
drive
balancing care and, 77–79
balancing immediate drive with future
innovation, 125–26
harnessing of, through pause, 30–31
innovative cultures as purpose-driven, 111–15
of leaders, 30
to pause, 26
service-driven approach, 5, 30, 51–52, 71, 121–22
Duggan, William, 71
Dunsire, Deborah, 56–57
Ecology of Commerce, The (Hawken), 112
Edison, Thomas, 110
Edwards, Betty, 71–72
Eichinger, Bob, 25
Einstein, Albert, 12, 46, 57, 68, 107–8, 109, 110
Einstein: His Life and Universe (Isaacson), 108
Elements of Influence, The (Bacon), 30
Elements of Power, The (Bacon), 30, 46, 48
emotional intelligence, 43, 51, 67, 78, 91, 96. See also caring directness
Erikson, Erik, 102
ethical behavior, 8, 49, 51–52, 132. See also headings beginning with value
Ethicon Biosurgery, Johnson & Johnson, 16, 122–23
Eureka!/Aha! moments, 11, 68, 71, 108
executive development. See growth of personal leadership
Executive to Leader Institute, 17
experimentation, risk of, 33, 74, 104, 109, 116–17, 128. See also innovation
“eye of the needle” metaphor, 92
Facebook, 125
failure and innovation, 116–17. See also risk of experimentation
Fairview Health System, 15–16
fast versus slow thinking, 8–9, 22
fear
courage from, 96
deep pause and, 73
of failure, 116–17
and growth of others, 89, 91, 96, 99
hesitation and, 28–29
listening to others’ fears, 89, 91
pause for dealing with, 80
firefighters, 12–13
Fishman, Mark, 109
“Five-Minute Synchronization,” 16
“flow,” 70
Folkman, Joe, 41
forward pause, 119, 120. See also pause
Francis, St., 91
freedom
creativity and, 11
innovation and, 109
pause and, 28
Friedman, Thomas, 93
Gaito, Pablo, 16
Gameful, 131
Gates, Bill and Melinda, 131
generative listening, 93–94. See also listening
generativity, 34, 75, 102–3, 105, 129, 132
George, Bill, 42
Get There Early (Johansen), 6
Giant Eagle, 59–61
Gilbert, Daniel, 71
global issues, 51, 93, 131–32. See also VUCA forces
Good to Great (Collins), 81
Gopnik, Alison, 44
Green Bay Packers, 77–78
Green Peak Partners, 39
growth. See also growth of others; growth of personal leadership
as core purpose, 63
domains of, 20
as external process, 83
not growing versus, 20–21
growth of cultures of innovation. See innovation
growth of others
acceleration of, 99
building awareness and, 94–95
building commitment and, 95–97
building practice and, 97–99
and care balanced with drive, 77–79
continuous process of, 83–86
deep pause for, 99–101
and inside–out/outside–in dynamics, 101, 105
language of, 86–94
leader’s role in catalyzing human potential, 82, 83
and less as more, 79–81
merging interrelated pauses for, 94–99
at Novartis, 99–101
Pause Points on, 85–86, 88, 99, 102, 106
Pause Practices on, 103–6
purpose and, 103–4
questioning and, 86–88, 94–99, 104
and reflection and synthesis, 104–5
risking experimentation and, 104
and self-confidence balanced with humility, 91–92
self-growth before, 20–21, 84–85, 105–6
synergy and, 81–82
visioning of, 106
growth of personal leadership. See also leaders
authenticity and, 41, 43, 49, 75–76, 103
and change as constant of leadership, 68
character and, 46–55
core purpose and, 61–65
generativity and, 75
growth of whole person for, 37–41
and inside–out/outside–in dynamics, 44–45, 75
Pause Points on, 40, 43–44, 47, 53–54, 57–58, 63–65, 72–73, 76
Pause Practices on, 74–76
and questioning and listening, 74
reflection and synthesis for, 33–34, 39, 74–75, 104–5, 128
restorative pause and, 66
risking experimentation and, 74
self-awareness and, 38, 39, 41–44, 75, 94–95, 103
self-growth before growth of others, 20–21, 84–85, 105–6
transcendental/deep pause and, 66–73
unlocking leadership potential, 40
values clarification and, 55–58
visioning of, 76
Habitat for Humanity, 131
Hadza, 55
Hamlet (Shakespeare), 49
Hantson, Ludwig, 26
Hawken, Paul, 112
Healing of the Mind series (PBS), 69–70
hesitation, 28–30
Hoffman, Banesh, 107
How: Why How We Do Anything Means Everything (Seidman), 93
human resources. See growth of others
humanity, 47, 48. See also service-driven approach
humility
as character strength, 47, 48, 53
drive balanced with, 30
listening with, 91–92
pause and, 81
self-confidence balanced with, for growth of others, 91–92
“situated humility,” 13
and wisdom of experience, 5
hyperactive state, 2, 11, 26, 27, 91, 122, 125. See also VUCA forces
hypoactive state, 27
image of leaders, 50–51
imagination, 11–12, 108. See also creativity; innovation; visioning
Imagine: How Creativity Works (Lehrer), 11–12
impatience, 90–91
India, 18
influence of leaders, 30, 50–51, 89
inner knowing, 13–14, 17. See also knowledge; wisdom
innovation. See also specific innovators and companies
and ambiguity and uncertainty, 109
authenticity and, 129
balancing immediate drive with future innovation, 125–26
boldness and, 108–9
breaking through boundaries to, 124–25
collaboration for, 110–11, 115–16, 119–20
creating culture of, 115–16
and creation of new normal, 7–9
domains of, 117–18
and growth of others, 83
inside-out/outside in forces shaping, 114–15, 129
invention and, 109–11
missions to move innovation, 121–22
Pause Points on, 114–15, 118, 129–30
and power of “Why?,” 122–23
questioning and, 22, 87, 114, 119–20, 122–23
by risking experimentation and failure, 109, 116–17, 128
self-awareness and, 110
self-innovation, 117–18
shifting focus and opening up possibilities for, 126–27
skills of innovators, 22
types of, 114
value creation and, 110–11
visioning culture of, 129–30
Innovator’s DNA, The (Christensen et al.), 22, 87
inside-out/outside-in dynamics
and growth of others, 101, 105
and growth of personal leadership, 44–45, 75
Pause Point on, 114–15
Pause Principle on, 34, 75, 105, 113, 129
self-awareness and, 44–45
insight. See Aha!/Eureka! moments; creativity
Interface, Inc., 111–13
International Development Enterprises, 132
inventors, 109–11. See also innovation
Isaacson, Walter, 108
James, Ron, 8
Jobs, Steve
death of, 23
and fonts for Macintosh, 68
as innovator, 22, 23, 108, 109–10, 112
pause and, 25
purpose of, 58–59
questioning skills of, 22
Johansen, Bob, 6
Johansson, Frans, 123
justice/civic strengths, 47, 48
Kaafarani, Bilal, 113–14
Kabat-Zinn, Jon, 69–71
Kahneman, Daniel, 8
Kandel, Erik, 71
Karet, Laura, 59–61
Kimsey-House, Karen, 16, 81–82
accessibility of, 24
geometric expansion of, 24–25
knowledge work, 21
Korn/Ferry International, 30, 31, 48, 113, 164
“lantern consciousness,” 44
Laudicina, Paul, 24–25
Law of Thermodynamics, second, 7
leaders. See also authenticity; growth of others; growth of personal leadership; innovation; pause; and specific leaders
coping by, 50–53
creation of future by, 67, 127
credibility of, 30, 34–35, 83–84, 87
dealing with ambiguity by, 25, 109
drive of, 30
evolution from managers to, 14–15, 27
failure of new organizational leaders, 89
flipping VUCA forces by, 6–10, 13, 25, 26, 87
generativity and, 34, 75, 102–3, 105, 129, 132
going beyond competition by, 116
growth questions for, 83
influence and image of, 30, 50–51, 89
innovation and, 23, 30, 109, 110–11
managers versus, 3–5, 13–15, 22, 27–28, 30, 33, 35, 38–39, 45, 49, 57, 67, 71, 74, 79, 82, 83, 92, 116, 127, 128
people-centered, service-driven approach by, 5, 30, 51–52, 71, 79, 121–22, 126
pressures and stresses on, 4–5
risking experimentation by, 33, 74, 104, 109, 116–17, 128
Leaders Make the Future (Johansen), 6
Leadership and Talent Consulting, 31
Leadership Architect (Korn/Ferry), 48
leadership development. See growth of others; growth of personal leadership
leadership development audit, 85–86
Leadership from the Inside Out (Cashman), 41, 163
Leading by Coping, 50–53
Leading in Character, 50–54
Lehrer, Jonah, 11–12
less as more, 79–81
“Level V Leaders,” 81
Lincoln, Abraham, 55
listening. See also questioning
authentic listening, 33, 88–90
for building commitment, 95–97
for building practice, 97–99
“eye of the needle” metaphor for, 92
generative listening, 93–94
for growth of others, 86, 88–99, 104
for growth of personal leadership, 74
pitfalls of, 90–91
questions with or without authentic listening, 89
as receptive language of pause, 33, 74, 104
research on lack of, 89–90
and self-confidence balanced with humility, 91–92
synergy and, 92
in VUCA world, 93–94
Lombardi, Vince, 77–78
Lombardo, Michael, 25
Lominger International, 25, 31
love, 56, 77–79, 126. See also humanity; service-driven approach
LRN, 93
managers
answers found by, 128
competency of, 45
credibility of, 67
dependability and accuracy of, 22, 35
drive and control asserted by, 4–5, 83
efficiency and speed of, 28, 30, 67, 82, 109
ethical behavior enforced by, 49
evolution of, to leaders, 14–15, 27
failure avoided by, 117
and future directions of organization, 127
goals pursued by, as Human Doers, 71
and keeping pace with competition, 116
leaders versus, 3–5, 13–15, 22, 27–28, 30, 33, 35, 38–39, 45, 49, 57, 67, 71, 74, 79, 82, 83, 92, 116, 127, 128
people perceived as resource by, 79
as results-driven, 38–39, 45, 74, 82
risk minimized by, 33
self-driven management and, 30
stimulus/response pattern of, 126
well-formulated, time-tested approaches by, 13
Mandela, Nelson, 72
Maslow, Abraham, 70
May, Rollo, 28
McGill, Bryant, 61
McGlade, Jeannine, 124–25
McGonigal, Jane, 131
media, 25
“Medici Effect,” 123
meditation, 11, 16, 32, 66, 69–73, 126
Melrose, Ken, 117
midlife crisis, 62
Millennium Pharmaceutical, 56–57
Milner, Brenda, 71
mind. See also brain functioning; thinking
conscious versus unconscious mind, 71–72
Mindfulness-based Stress Reduction program, 69
mission. See also purpose
for moving innovation, 121–22
organizational versus personal mission, 61
mission pause, 119–20. See also pause
MIT, 108
MIT Sloan Management Review, 12–13, 90
Morrison, Elizabeth Wolfe, 89
Moyers, Bill, 69–70
Mozart, Wolfgang Amadeus, 11
myelin, 98
Namaste (expression of honor and respect), 60
naps, 66
Narasimhan, Vas, 43
Neuron, 71
NIBR (Novartis Institute Biomedical Research), 108–9
Nike, 66
non-doing, 70–71
nosce teipsum (Know thyself), 42
Novartis, 6, 28, 38, 43, 99–101, 108–9
Novartis Institute Biomedical Research (NIBR), 108–9
Onward (Schultz), 62
openness, 79–80
Organizational Behavior and Human Decision Process (See et al.), 89
Orr, Evelyn, 48
outside-in/inside-out dynamics. See inside out/outside-in dynamics
Ovid, 42
Page, Larry, 125
partnership. See collaboration
pause. See also growth of others; growth of personal leadership; innovation; leaders; Pause Points; Pause Principle
backwards pause, 119
big P Pause, 69–73
and clarity out of complexity, 24–28
consequences of losing or giving up practice of, 31–32
and continuous reflection and action loop, 12–13
and creation of new normal, 7–9
creativity and, 11–12
drive to pause, 26
and evolution from managers to leaders, 14–15
examples of pragmatic pause, 15–17
fighting fires with, 12–13
flipping VUCA forces through, 6–10, 13, 25, 26, 87
for global issues, 131–32
harnessing drive through, 30–31
hesitation versus, 28–30
as inherent, generative principle, 18, 126
for leading forward, 3–5
listening as receptive language of, 33, 74, 104
long pause, 17–18
mission pause, 119–20
as “purpose moment,” 14
purposeful performance and, 2, 8–11
question on pausing versus not pausing, 19–20, 28
questions as language of, 21–22, 23, 33, 74, 104
restorative pause, 66
Seven Pause Practices, 32–36
transcendental/deep pause, 66–73, 99–101
wisdom of experience and, 5
pause it forward, 132
Pause Points. See also pause; Pause Principle
accelerating growth of others, 99
alignment to core purpose, 64–65
character pattern, 47
deep pause, 72–73
developing others, 102
distilling own purpose, 63–64
on growth of others, 85–86, 88, 99, 102, 106
on growth of personal leadership, 40, 43–44, 47, 53–54, 57–58, 63–65, 72–73, 76
on innovation, 114–15, 118, 129–30
inside-out/outside in forces shaping innovation, 114–15
leadership development audit, 85–86
leading by coping, 53
Leading in Character, 54
moving from hesitation to pause to deliberate action, 29–30
pause to perform, 10–11
power of questions, 88
purpose-fueled innovation, 118
purpose of, 9–10
self-awareness, 43–44
unlocking leadership potential, 40
values clarification, 57–58
visioning culture of innovation, 129–30
visioning growth of others, 106
visioning personal leadership growth, 76
Pause Principle. See also pause; Pause Points
on authenticity, 34–35, 75–76, 105–6, 129
on being on–purpose, 33, 74, 103–4, 128
definition of, 7–8
on generativity, 34, 75, 105, 129
for growth of cultures of innovation, 128–29
for growth of others, 103–6
for growth of personal leadership, 74–76
growth principles underlying, 20
on inside–out/outside–in dynamics, 34, 75, 105, 113, 129
model of, 26–27
purpose of, 37
on questioning and listening, 33, 74, 104, 128
on reflection and synthesis, 33–34, 74–75, 104–5, 128
on risking experimentation, 33, 74, 104, 128
Seven Pause Practices, 32–36
as universal, 7
Pause Principle, The (Cashman), 17–18
“peak experiences,” 70
Peirce Group, 48
Pek, Andrew, 124–25
performance. See also growth of others; growth of personal leadership; innovation
pause for purposeful performance, 2, 8–11
self-awareness of high performers, 39
personal leadership. See growth of personal leadership
Peterson, Christopher, 46–47
Pillsbury Doughboy, 115
Pink, Dan, 71–72
Pixar, 23
Polak, Paul, 132
power
“command and control” system of, 93
“connect and collaborate” system of, 93
corruption by, 51–52
personal sources of, 46
of synergy, 81–82
power naps, 66
Power of Purpose, The (Leider), 14
practice, 97–99
“presencing,” 70
Presencing Institute, 131–32
being on-purpose, 33, 74, 103–4, 128
benefits of clarifying, 61
core purpose, 61–65
distilling of, 63–64
getting to heart of, 59–62
and growth of others, 103–4
innovation and, 111–15, 118, 128
Leider on “purpose moment,” 14
pause it forward with, 132
and personal leadership growth, 58–65, 74
self-awareness and, 41
as transformative force of leadership, 56–62
questioning. See also listening; Pause Points
authentic listening and, 89
aversion to, in current culture, 21
for building awareness in others, 95
for building commitment, 95–97
for building practice, 97–99
for growth of others, 86–88, 88, 94–99, 104
for growth of personal leadership, 74
innovation and, 22, 87, 114, 119–20, 122–23, 128
knowledge work and, 21
as language of pause, 21–22, 23, 33, 74, 104
by leaders versus managers, 22
VUCA forces and, 87
“Why?” as powerful question, 122–23
reflection and action loop, 12–13
reflection and synthesis, 33–34, 39, 74–75, 104–5, 128
restorative pause, 66
risk of experimentation, 33, 74, 104, 109, 116–17, 128. See also innovation
Rollwagen, John, 116
Rothenberger, David, 15–16
Rothman, Naomi, 89
Ruyle, Kim, 48
Salesforce.com, 127
Santa Fe Institute, 13
São Paulo, Brazil, 18–19
Schultz, Howard, 62
“search-light consciousness,” 44
See, Kelly, 89
Seidman, Dov, 93
self-awareness. See also awareness in others
authenticity and, 10, 20–21, 41, 43, 75
benefits of, 41–42
as classic theme, 42–43
continuous loop of, 44–45
innovation and, 110
inside-out/outside-in dynamics of, 44–45
Pause Point on, 43–44
performance and, 39
personal leadership growth and, 38, 39, 41–44, 75, 94–95, 103
Seligman, Martin, 46–47
Seneca, 85
service-driven approach, 5, 30, 51–52, 71, 121–22
Seven Pause Practices, 32–36
Seven Sages of Greece, 42
Shakespeare, William, 49
Shapira, David, 59
Shaw, George Bernard, 52
“situated humility,” 13
slow versus fast thinking, 8–9, 22
Social Animal, The (Brooks), 44
Socrates, 42
Soll, Jack, 89
Sperry, Roger, 71
Spring Forest Qigong, 72
Squire, Larry, 71
staff development. See growth of others
Starbucks, 62
Stevenson, Jane, 113–14
stewardship model, 122
Stimulated! (McGlade and Pek), 124–25
stimulus/pause/multiple responses, 126
stimulus/response pattern, 126
Strangers to Ourselves (Wilson), 71, 72
surmenage, 3
sustainability, 111–13
Sutcliffe, Kathleen M., 12–13, 90
synthesis, 33–34, 74–75, 104–5, 128
tai chi, 73
Takeda Oncology Company, 56–57
Talent Code, The (Coyle), 98
talent development. See growth of others
Talent Masters, The (Conaty), 79
Talmud, 37
Tao Te Ching (Lao-Tzu), 97
“TED in the head,” 123
thinking. See also brain functioning; mind
fast thinking versus slow thinking, 8–9, 22
intelligent actions beginning with, 30
Thinking, Fast and Slow (Kahneman), 8
Tichy, Noel, 96
TM (Transcendental Meditation), 69
Toro, 117
transactive state, 27
transcendence, 47, 48, 66–73, 99–101. See also innovation
Transcendental Meditation (TM), 69
transformative state, 27
True North (George), 42
unconscious versus conscious mind, 71–72
University of California–Berkeley, 66
University of Illinois–Champaign, 66
University of Massachusetts Medical School, 69
University of Minnesota, 15–16
University of St. Thomas, Center for Ethical Business Cultures, 8, 132, 164
University of Virginia, 71
value creation
authenticity and, 34
and growth of others, 82
innovation and, 110–11
values clarification, 55–58
Values in Action (VIA) Institute on Character, 46–47, 48
Vasella, Daniel, 6, 28, 38, 108–9
VIA (Values in Action) Institute on Character, 46–47, 48
visioning
of culture of innovation, 129–30
of growth of others, 106
of personal leadership growth, 76
VUCA forces
and efficiency versus innovation, 109
hitting the VUCA wall, 31–32, 38
leaders’ flipping of, through pause, 6–10, 13, 25, 26, 87
listening and, 93–94
meaning of, 6
questioning and, 87
W. Warner Burke Associates, 39
Walker, Mathew, 66
Walser-Ertel, Mechtild, 100
Whole New Mind, A (Pink), 71–72
“Why?” question, 122–23. See also questioning
wisdom
of experience, 5
Wozniak, Steve, 58–59
writing, 15, 17–18, 32, 63, 121, 124
Wu Wei (principle of least action), 79
Zenger, Jack, 41
Zuckerberg, Mark, 125