Author Archives: Russ Volckmann

Leading Comments

Leading Comments / July 2002

Mission

I am grateful to the more than 440 subscribers to Integral Leadership Review. Your support means that we can move closer to a way of viewing and being in the world that is integrative, generative and supportive of our evolving integrity–learning to align our theory and our action, our values and assumptions with achieving what is important to us. Also, I am grateful to the many kindnesses, suggestions and offers of support we have received.…

Coda

Coda / May 2002

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For there to be effective coaching with integral leaders, it follows that we need to develop an approach that is, itself, integral. Much of the writing that is about Integral Leadership, including the coaching tips, in The Integral Leadership Review is intended to guide leaders who wish to take an integral approach to their work, organizations and development. It is also intended to be the basis for integral coaching with these leaders.

In addition to the …

A Fresh Perspective: Leadership A Conversation with Ralph Kilmann – April 15, 2002

Fresh Perspective / May 2002

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Ralph Kilmann, www.kilmann.com may be best known for his contribution to the Thomas-Kilmann Conflict Management instrument that is used widely in training programs and consulting. He has authored or co-authored prolifically beyond that, including titles such as Beyond the Quick Fix, Corporate Transformation, Managing Ego Energy and Gaining Control of the Corporate Culture. His consulting practice has included IBM, Ford, Kodak, Phillips, GE, GM and many others. He is George Love Professor of Organization and Management

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Leading Comments

Leading Comments / May 2002

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Mission

I am grateful to the more than 400 subscribers to Integral Leadership Review. Your support means that we can move closer to a way of viewing and being in the world that is integrative, generative and supportive of our evolving integrity…learning to align our theory and our action, our values and assumptions with achieving what is important to us. Also, I am grateful to the many kindnesses, suggestions and offers of support we have received.…

Feature Article: Leadership System Change: It’s an Evolutionary Process – Integral Leadership, Part 15

Feature Articles / May 2002

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If you have been following this series of articles, you know that I have laid out an Integral Leadership model – of sorts. The “of sorts” is about the fact that it is one potential way of thinking about Integral Leadership. It is an approach that looks at leadership from the point of view of the people who are “in the system.” Particularly, it is a model that is descriptive, not prescriptive. Well, mostly not prescriptive.

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Leadership Coaching Tip

Leadership Coaching Tips / May 2002

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An implication of leadership system evolution being dependent on other sets of relationships is significant. When coaching executives who are struggling with leadership system change, direct their attention to the issues of self-management, attunement and engagement. These are where the leverage for changing the dynamics of leadership system evolution may be found.

And it is important to remember that the leadership system does not exist in a vacuum. Environmental factors (market, customers, investors, employees) also impact

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Coda

Coda / April 2002

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I find John Maxwell’s newsletter, LeadershipWired to be a continuing source of interesting presentations. This particular article relates to the notion of commitment in relation to purpose.

Committing to the Commitment
By Dr. John C. Maxwell

At the age of 67, Thomas Edison watched as fire destroyed much of his work and equipment. Time to retire? Time to hang up the lab coat?

No way.

“All our mistakes are burned up,” the inventor said. “Now we …

A Fresh Perspective: Leadership A Conversation with Prasad Kaipa

Fresh Perspective / April 2002

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Prasad Kaipa, based in Silicon Valley, is the CEO of SelfCorp Inc.— a company that focuses on aligning individual and organizational objectives. He is trained as a physicist who joined Apple in international marketing and then found his passion in Apple University. He has been a consultant to companies like Boeing, HP, Cisco, Xerox, Ford, and British Aerospace. His work has focused on executive development, executive coaching and approaches that draw out many aspects of his

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Leadership Coaching Tip

Leadership Coaching Tips / April 2002

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When coaching executives who are encountering frustration with other leaders and collective activities like meetings, recognize that there are several levels related to those experiences. At the base is the way commitment engages with purpose through group membership, competence engages with resources in a leadership organization of contributors, innovation engages with inspiration through players on a team, and connection engages with leadership vitality as entrepreneurs promote a leadership enterprise. They are holarchic in that a weakness

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Feature Article: Engagement: Making It Real – Integral Leadership, Part 14

Feature Articles / April 2002

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Engagement is the process of leadership in which the individual leader and collective leadership interact to achieve goals and build their leadership effectiveness. In engagement we can find the relationship between the individual acts of leaders and the collective acts of leadership in the organization and business. This is the realm of behavior.

For some years I have thought there is a parallel of leader behaviors with Bion’s functions in groups. (Wilfred R. Bion. Experiences in …