Author Archives: Russ Volckmann

Feature Article: Self-Management – Integral Leadership, eleventh in a series

Feature Articles / January 2002

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The articles offered on Integral Leadership to this point have been focused on one of four sets (individual or collective, internal or external) in four levels of leadership:

Getting individual leaders onto the same field. (Commitment to shared purpose.)
Assuring effective use of leadership resources. (Competence in leading.)
Appropriate teamwork. (Innovative players on a team of leaders.)
Building relationships and involving stakeholders in achieving business objectives. (Connected entrepreneurs in a leadership enterprise.)

While there may still …

Leading Comments

Leading Comments / January 2002

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Mission

I am grateful to the subscribers of Integral Leadership Review. Your support has meant 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.

The mission …

Coda

Coda / January 2002

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“Everything Tyrone O’Sullivan knows about leadership and management he learned at the coal face, at the pithead, and on the picket line.

“Take your place in history.: You’ve been given a unique part to play at a unique stage of your company’s history. Make the most of it. ‘No one could write a history of the mining industry without the Tower experience. Now, as leaders, we are major players in that history,’
“Pat, don’t kick.: Create

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Letters

Letters / January 2002

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Thanks for your consistent sharing of your e-journal! I appreciate it!!

Russ, you might consider doing an article on why diversity is good business. The reality is that diversity does effect the bottom line. I personally go to businesses that represent the values that I hold, when I have a choice. Innovation, creativity and remaining on the cutting edge is enhanced with good well thought out diversity strategies. If diversity is to be truly effective one …

Coda

Coda / December 2001

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Special Follow-up Review: Diversity and Top Management

In the November 2001 issue of LeadershipOpportunity (New Name: Integral Leadership Review) I provided a summary of Kate Sweetman, “don’t Worry, Be Happy,” MIT Sloan Management Review, Fall 2001. That article included a summary of findings from another article (Sigal G. Barsade, et al, “To Your Heart’s Content: A Model of Affective Diversity in Top Management Teams,” Administrative Science Quarterly, December 2000.) A key finding that was …

Leadership Coaching Tip

Leadership Coaching Tips / December 2001

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Coaching a leader is very much about dealing with the questions and challenges of connectedness. On the one hand, getting at motivation for relationships with others through exploring assumptions, beliefs, values, aspirations and guiding principles leads to more effective formulation of strategy through the development and testing of alternative scenarios. To do so means looking for double and triple loop openings and inviting the client to explore them. Often this can lead to shifts in self-perception,

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A Fresh Perspective

Fresh Perspective / December 2001

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I recently had the privilege of attending a meeting of the Professional Coaching And Mentoring Association chapter in San Francisco. I attended expressly to hear Agnes Mura, a highly successful executive coach from Los Angeles, do a presentation on paradox in executive coaching. (This report is from my perspective and I hope that Agnes and Bill agree that I got it right.)

She began by sharing something she had learned from Bill Berquist and I share …

Feature Article: Connected Leadership

Feature Articles / December 2001

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It is interesting to me how things seem to come together for this publication. In the last issue I wrote about the leader as entrepreneur in relationships with stakeholders. Fundamentally this means initiating creative acts with stakeholders in the face of change and challenges. The summary article (below) presents one leader’s view of how to do this. He offers interesting propositions about community and connection with customers, employees, other stakeholders and even competitors. Consider his perspective

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Leading Comments

Leading Comments / November 2001

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Mission

I am grateful for the three hundred and forty-five subscribers (as of this writing) to Leadership Opportunity. Your support means that we can move closer to a way of viewing and being in the world that is integrating, generative and supports our evolving integrity–learning to align our theory and our action. Also, I wish to express my gratitude to the many kindnesses, suggestions and offers of support LeadershipOpportunity has received.

The mission of this e-journal …

Leadership Coaching Tip

Leadership Coaching Tips / November 2001

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What are the kinds of questions that can be raised with a business leader when coaching them that relate to their role as entrepreneur? Be alert to their view of their role. Does it include this capacity for entrepreneurship? What are their critical stakeholder interfaces? How are conditions for stakeholders the same, changing? How do they know? Here is an arena where testing assumptions may be very important. What do they assume about stakeholder requirements and

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