Category Archives: March 2002

Leadership Coaching Tip

Leadership Coaching Tips / March 2002

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, but also from the
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A Fresh Perspective: Leadership: A Conversation with Chris Cowan

Fresh Perspective / March 2002

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 people respond to different …

Coda

Coda / March 2002

David Kirkpatrick, “ Net Gains for the World’s Poor”, Fortune, 4/2/02.

What could be more of an example of Integral Leadership than building a system that uses technology to link people and capital the world over to support developmental projects and small businesses get started among the world’s poor? Such a project, initiated by two former World Bank employees is spreading among leaders all over the world. This is a story that involves both individual and collective leadership, that …

Leading Comments

Leading Comments / March 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.

The mission of this …

Feature Article: Attunement Revisited – Integral Leadership, Part 13

Feature Articles / March 2002

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 apply to any constellation

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Leadership Quote

Leadership Quote / March 2002

“Mustering the courage to interrogate reality is a central function of a leader. And that requires the courage to face three realities at once. First, what values do we stand for–and are there gaps between those values and how we actually behave? Second, what are the skills and talents of our company–and are there gaps between those resources and what the market demands? Third, what opportunities does the future hold–and are there gaps between those opportunities and our ability to
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