Author Archives: Russ Volckmann

Leading Comments

Leading Comments / April 2002

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.…

Leadership Coaching Tip

Leadership Coaching Tips / March 2002

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In working with executives around attunement, there are a myriad of potential openings to explore. Ultimately, the executive must choose which to follow. As a coach, however, it is important to support the executive in exploring them. In the case of attunement, openings will include attention to issues of identity, such as values and beliefs about being a team player. As executives explore these, support them to look not just from their own point of view,

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A Fresh Perspective: Leadership: A Conversation with Chris Cowan

Fresh Perspective / March 2002

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I had the good fortune to have a conversation with Chris Cowan, coauthor of Spiral Dynamics recently. The conversation ranged over a number of subjects. Initially, the subjects were around ideas related to development, generally. Here we share some comments about leadership and the use of Spiral Dynamics in development.

Q: Would you summarize how you’re using Spiral Dynamics with leaders in business and organizations?

CC: What little I do is just show them that different …

Leading Comments

Leading Comments / March 2002

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Mission

Feature Article: Attunement Revisited – Integral Leadership, Part 13

Feature Articles / March 2002

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In the last issue I presented the notion of attunement as a process in which an individual executive leader attended to the relationship between their own values, beliefs and assumptions and those of other executive leaders. This discussion could equally apply to the relationship between a CEO and the rest of the company, a team leader and other members of the team or to a middle level manager and the members of his organization. It could

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Leadership Coaching Tip

Leadership Coaching Tips / February 2002

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When coaching an executive about engaging in dialogue with others it is useful to distinguish dialogue from other types of conversation. Dialogue is about learning. The focus of the learning is oneself. It is learning about one’s values, beliefs, assumptions and intentions. It brings to awareness what we already know and believe and often surfaces new levels and areas of meaning that can be profoundly important in testing attunement. The leadership coach can support learning this

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Feature Article: Attunement – Integral Leadership, Part 12

Feature Articles / February 2002

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In the last issue we explored the idea of self-management, particularly, management of the relationship between intention and behavior. This encompasses how one’s espoused theories with values, beliefs and assumptions relate to the actions one takes. How, for example, does a leader’s values relate to how s/he manages action in relation to peers, subordinates and other stakeholders.

Fundamental to all of this is the fit between the leader’s intentions, values, beliefs and assumptions and those of …

A Fresh Perspective: Stages of Development

Fresh Perspective / February 2002

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In the January 2002 issue of the Integral Leadership Review (Self Management) I briefly discussed developmental psychology and mentionedSusann Cook-Greuter’s work. A few days ago, I asked her the following question. Here it is with her response.

Question: “I have been reviewing the materials from the LDP (Leadership Development Profile) and your “Descriptions of Ego-Development Stages of Action Logics.” I realized that I have a fundamental question: Why is it important to think of …

Leading Comments

Leading Comments / February 2002

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Mission

I am grateful to the almost 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 …

Leadership Coaching Tip

Leadership Coaching Tips / January 2002

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Leaders are seeking outcomes from their coaching experiences related to awareness, purpose, competence and well-being, says B\Coach’s Mike Jay. Coaching is probably the most valuable support system for achieving these outcomes through an evolving process of self-management. But coaches need to beware. Because we see behaviors or hear words that have meaning for us about developmental needs related to self-management, does not mean that is what is going on. When we coach to these, we are

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