Integral Leadership Review
Formerly LeadershipOpportunity
Integral Leadership In Business and Life Through Coaching
Volume II, No. 4 - April 2002

Table of Contents

Ask about A Leadership Opportunity: An Integral Approach

Leadership QuoteReturn to top of page

"…in the twenty-first century, a company of leaders is a competitive advantage. Indeed, in the business world of the twenty-first century, a company of leaders is arguably a necessity."

--Gretchen M. Spreitzer and Robert E. Quinn,
A Company of Leaders, 2001

MissionReturn to top of page

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 e-publication is to be a practical guide to the application of an integral perspective to the challenges of leadership in business and life and to the effective relationship between executive/business coaches and their clients. My vision includes that this will be a place where others, as well as myself, can continue to develop and share ideas about integral leadership and integral coaching.

Engagement: Making It Real Return to top of page
Integral Leadership, Part 14

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 Groups. London: Tavistock Publications, 1961.) Bion suggested that there are functions that contribute to group performance and development, e.g., asking questions, providing information, making suggestions, relieving tension with humor, etc. Correspondingly, there are behaviors that distract the group from developing and achieving its mission, e.g., interruptions, using humor negatively, etc.

Parallel functions show up in the field of engagement. Here is where, at the individual leader level, the behaviors show up in the context of the leadership system. Examples are legion, but they could include the kinds of functional behaviors Bion wrote about, as well as making decisions, planning, empowering, dialoguing and a host of other behaviors. One need only to turn to the leadership literature to find many lists. An example of this may be found in Stuart Well's book summarized below in which he identifies behaviors in relation to leader roles.

I cannot readily find models for collective leadership, short of going to notions about enpowerment (as in Gretchen M. Spreitzer and Robert E. Quinn's A Company of Leaders - see quote above), teamwork or workplace democracy. The work of O'Toole and others address the idea of leadership as a function that can be developed throughout a company or organization. However, the integral approach to leadership suggested in this series of articles offers some ideas about where to look when we are concerned with executive leadership in organizations faced with rapid change internally and in the environment.

What if we were to look at collective leadership functionally, that is, as a system? In the approach here we find a holarchy of systems. First there is leadership as a group. This is where leaders collectively advocate for their leadership purpose in relation to strategic objectives. The individual leader advocates for his or her commitments. It is in the engagement of behaviors related to commitment and purpose that the leadership group shows up.

In the spirit of Bion we could imagine that an individual has a commitment that is out of attunement with leadership purpose. This might result in behaviors that distract the collective leadership from clarity and advocacy about their changing purpose in relation to changing strategic objectives. The result would be confusion and mixed messages among themselves bringing to question such issues as belonging. On the other hand, the behaviors associated with attuned commitment and purpose would look quite different. There would be shared understanding and open articulation of what leadership was there for.

At the next level the leadership system would be the leadership organization and the individual leader would show up as a contributor. How an individual leader shows up depends on the attunement of individual competencies and the need for leadership resources in realizing purpose and achieving strategic objectives. As a leader I may bring a capacity for assuring that critical information flowed across organizational boundaries. This would support collective sharing of information to make timely and appropriate decisions.

Third, at the team level we find the importance of inspiration and individual capacity for innovation in relation to change. Executive teamwork is about engaging with change. The individual leader must engage in working with change as a player on the leadership team. The field of engagement is one in which effective individual innovation shows up to create inspired teamwork.

Fourth, the individual leader has the role of entrepreneur in a collective leadership enterprise. This system is about engaging principally with stakeholders: employees, customers, investors, etc. The entrepreneurship of the individual needs to engage smoothly with the collective enterprise in relation to stakeholders lest mixed messages, conflicting commitments and mutually canceling initiatives are taken. I suspect that failure to achieve this contributes to Peter Senge's claim that 80% of organization change efforts fail and we don't know why the other 20% succeed. Cherchez the leaders! And discover how they are attuned and able to demonstrate that through engaging in a concerted way with stakeholders.

In closing, the field of engagement is where behaviors, individually and collectively show up. These behaviors are the generators of energy that impact leader and leadership effectiveness. This energy fuels individual and collective learning. The individual engages with this through self-management, the collective through system evolution--the subject of the next article in this series.

Leadership Coaching Tip Return to top of page

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 in one undermines experience at levels above. Use that perspective to move past symptoms in search of root causes--and potential solutions.

A Fresh Perspective Return to top of page
Leadership: A Conversation with Prasad Kaipa
April 2, 2002

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 clients around leadership, personal mastery, dialogue and learning. He can be reached at pkaipa@selfcorp.com.

RV: I understand that you've been implementing a new approach to developing leaders. Is that correct?

PK: Yes, Russ. I've been working on helping leaders tap into their genius, either individually or collectively in teams.

RV: Help leaders tap into their genius: what does that mean?

PK: We operate at sub-optimal levels most of our lives. This is well researched. We can produce results many times more effectively, effortlessly and creatively than we usually do. It requires that we begin to tap into our natural genius, inner strength and source of energy and passion. That is what I am focusing on.

RV: Passion isn't a word we hear very often in business. Tell us more.

PK: Entrepreneurs use that word a lot in the Silicon Valley, but once they build bigger companies passion seems to disappear from them also. Much of the time organizational objectives are not aligned with those of individuals who work in that organization. That leads to people just doing their job without any passion or connection. When people are not doing work that they are passionate about, they rarely have clarity about what they can truly deliver in terms of outcomes and how they change during the process. We operate and deliver like machines. It is very hard to come up with high customer satisfaction, innovation and new knowledge creation when we operate like machines.

I have found a way to help them tap into their genius. It has to do with helping them align their hearts, heads and actions in a metaphoric sense. Passion and commitment are connected to the heart. Creativity and innovation are connected with the head. Value creation and leadership are connected with actions taken by the body. I focus on helping my clients align themselves. They tap into the natural genius that many were unaware of.

When they make their tacit knowledge explicit (as is said in knowledge management) they begin to discover new capacity for action and for greater things. This capacity is normally blocked in us by our assumptions, mindsets, and attitudes, individually and in teams. This work itself is not new. I just found a different way to speak about it and package it to make it more relevant and effective for 21st century organizations.

RV: How do you work with them? Do you coach them?

PK: Some executives come to me saying, "I want to get this done," or "I want to learn strategic thinking," or "I would like to be more creative." They have more clarity and awareness of what is missing but they don't have access to themselves so that they can develop those capabilities. They have what you might call, the knowing-doing gap. In some other cases, executives come and say that they want their project teams, product development teams or management teams to be more effective and come up with breakthrough innovation or results.

I first look for fit with each potential client. If what they want is incremental changes, I am not the right person. There are many good consultants and coaches who can work on team building and executive coaching for performance improvement. If they are asking questions like "Now what?" or "What is next?" because they have come to a fork in the road and have no idea where to go or if they want to find their next significant step, then I can help them. I am only good in help create significant shifts in their effectiveness, productivity, creativity and passion.

So, let us say that there is a fit. If it is a team that they want me to engage with, I do a 360-degree assessment of individuals and the team. I need a base line to know where they are. Then I propose a multi-month engagement that includes one two-day workshop every quarter, half a day action learning sessions or team coaching sessions every month, one hour phone coaching sessions every week (who ever needs it can utilize part of that hour). The team members bring one project that is personal that they would like to work on in addition to the team project that they are focusing on. By the end of that period--I typically recommend a one-year engagement--these people develop individually and as a team. It takes time for real change to happen. They produce significant results both in their work and personal domains as measured by the success of their projects. The work we do during workshops every quarter is the alignment process.

RV: What are the workshops?

I do four workshops and the titles are 'Reinvesting in Yourself: Clarifying your Personal Strategy,' 'Harvesting Your Creativity,' 'Igniting Your Passion and Commitment,' and 'Unleashing Your Leadership.' Each of them focuses on finding and helping people to bridge the gaps in direction, head, heart and action.

I work with participants to clarify their projects both personal and work related. I have a methodology that allows them to identify their larger purpose that I call their North Star. In moving towards their North Star, they can reframe their projects and goals. We also look at what blocks their progress towards successful completion. They identify their Core Incompetence. This is where their foot is nailed to the floor, where they keep trying to make changes and are not able to. It haunts them again and again in different and unrelated areas and tasks. Until they resolve the polarity between North Star and Core Incompetence, they want to go towards their projects and goals but they don't make much progress. This is what stops people from keeping their New Year's resolutions. We do major work in this area during the two-day workshop.

Participants also identify an energy trigger and energy drain. An energy trigger is something that rejuvenates them after a tough or stressful day. It helps them chug along toward their larger goal. An energy drain slowly but steadily wears them down. They identify ways to become more vigilant about their drains and create an alarm system before they get completely drained of their energy. Developing awareness of their drains and triggers allows participants to be in the moment and pay more attention to their internal processes and external drivers.

RV: Do you have a conceptual model or framework for this developmental assessment?

PK: Yes, I do. The framework is based on three basic moods that we act from and six competencies through which the moods can be assessed. I use moods in the sense of attitudes. For example, when I started this phone call you greeted me with such a warm "Hi!" and when I responded back in the same perky way it kind of cheered both of us up. That "Hi!" set the context for this conversation. It is not the conversation itself but the mood we are in to have the conversation.

Before looking at what an executive does, we explore the mental state, the space from which he or she acts. That state is what I am calling a mood.

RV: Do these moods correspond to anything like pitta, kapha, vata, traditional Ayurvedic ways of thinking about energy?

PK: It is definitely related to energy, and yes, there is a correlation with body types of vata, pitta and kapha of Indian medicinal system, Ayurveda. I won't elaborate the connection between them, if you don't mind, at this juncture. I would just say that both are integral, holistic ways of looking at how your nature manifests through different body responses, words and behaviors. It is about the three moods you can act from.

There are also six different components in any action you take. When you focus on those six components you can develop competencies in getting things done effectively. When you map three moods onto these competencies then you have a 6X3 matrix to guide taking meaningful and effective action. My 360-degree assessment tool is based on this 6X3 matrix and helps people to know developmentally where they are, where they would like to go and what the gaps are. Once they note their gaps and identify the steps they would like to take, they can prioritize. That is where coaching and support comes in.

RV: From the perspective of a holon, it sounds like the moods are pretty much upper left quadrant. They get manifested in upper right quadrant. How is your perspective engaged with the lower left and lower right quadrants?

PK: Very good question. The moods, values and intentions are upper left quadrant material. Manifesting behavior is in the upper right quadrant. These two quadrants together, define our personal field. If we have less of a gap between our intentions and actions, our authenticity is high and we are aligned leaders.

The moods are dependent on the environment that we experience, the culture that falls in the bottom left quadrant. The social system, the organization, represents the bottom right quadrant. Together, they represent the organizational field. The effectiveness of the organization depends on the alignment between its culture and its system. If they are misaligned, the organization cannot easily deliver on the promises it makes. The objectives it sets remain as New Year's resolutions because its culture does not support those objectives and tacitly creates conditions for them to fail.

When the individual notices the gaps in the organization and brings his or her own actions to bridge the gaps, then that individual grows rapidly in the organization. One has to walk carefully while doing this because culture can slowly but covertly make the individual very ineffective by sabotaging his/her work. It is about the strength of the individual field vs. organizational field. When they are both aligned, the organization and the individual both grow by leaps and bounds. When they are misaligned, one has to make choices. Moods and the assessment help to identify and understand these gaps and fields.

For example, if I were to call you up one day in a very excited, really celebratory mood and catch you at a bad time, chances are that the conversation will ground me in your reality and bring me down to a more sober mood. Hopefully though, you would have caught some of my energy and you would become less attached to your somber mood. We acknowledge our interconnectedness in the way in which our psychic energy--our relational energy--gets shared. This is the culture, the lower left quadrant that will interact with what one brings from the upper left.

If a leader is strongly grounded, she might be able to shift the direction of the culture in an organization to be aligned with her own. For example, Carly Fiorina did that recently with Hewlett Packard. HP is known to have a very strong culture called the HP Way and when Fiorina suggested the merger of Compaq and HP, the sons of two founders opposed her and made the merger process much more difficult than expected. But she brought all her energy and shifted the outcome to her favor and ultimately won support for her merger from the shareholders and the courts. Not many people can do that with a well-known and well-respected organization with a strong culture like HP. It requires a deep commitment and enormous internal strength to be able to do that. Sometimes the culture is too strong and will influence the leader to either get out or let go of the effort. That is the way in which the moods get affected by the environment. During those times, if the leader lets go and does not take it personally, then she can learn from the process.

Before the leaders take action they tap into the culture. They prepare the culture for appropriate action. There is an attitude with which they take action that either allows others to join them or get out of the way so that they don't get hurt. Those actions produce results for the social system, the organization or corporation. So what I am proposing has components in all the four quadrants. That is why I use the phrase "holonic jump."

RV: When you're working with an individual leader, you're explicitly exploring relationships among the quadrants, right? What it is you mean by leader or leadership?

PK: I'm looking at a leadership as a certain "field." I call it a capacity. There are people who are "leaderful," if I use the word Joe Raelin uses: he talks about leaderfulness. I like what he does very much.

Leadership is like an ocean and some people seem to be more aquatic than others. They have grown in that field called ocean-leadership ocean--and they have access and innate capability to lead in a natural way. Some others live on the ground, the solid earth of management. Some of them might have an affinity for management yet they start swimming in the leadership ocean, snorkeling and diving because the organization requires them to or the context demands them to. They develop comfort in the field of leadership and become leaders also. So leaders are born or developed.

There is a third kind of people. They can get into the leadership ocean, but it is not the field they are very comfortable with. They are not leaders innately and don't have the comfort to learn how to lead. They work with the leadership and other leaders, but they are managers and focus on the management aspects of their work. They are very much needed and there is nothing wrong with management.

I look at leadership as a holon. I use a more biological term: leadership DNA. I do not mean it is created from bottom up as a building block but as representation of the essence. The holon is a fundamental building block of leadership DNA. There are four essential elements of leadership DNA. One is the leadership role, the upper right quadrant consisting of individual behavior.

RV: In my work I describe those roles as members of a group, contributors to an organization, players on a team, and entrepreneurs in an enterprise. That's what you talk about as roles?

PK: That matches my understanding. People are how they show up, how they act. I am not talking about their intrinsic intentions, but their leadership behavior. That is upper right, quadrant.

The second part of the DNA is leadership opportunity. This is tacit/individual and belongs in the upper left quadrant. That is where personal leadership shows up based on intentions, moods, values and attitude. I call it a leadership opportunity for the leader to step into. Sometimes people step into it and take advantage of it and sometimes they don't.

RV: Values, beliefs, moods, assumptions, perspectives and attitudes define opportunity. This is the meaning-making dynamic for an individual. The opportunity is something that is contained within the individual?

PK: That is right on. If I assume that I'm a victim, then I won't go very far. Right? If I assume that I am making a choice I can step into the opportunity.

Mahatma Gandhi was a person who took the opportunity to be a leader. Even though he had the opportunity, he did not aim for ending apartheid in South Africa. He took the opportunity in India to step in and move to the next level. That is a personal choice that leaders make. The choice becomes available when the leader sees opportunities, not predicaments.

The third quadrant is intrinsic/collective, the lower left quadrant, and is what I call a leadership context. The context is set by the culture. The culture allows for certain kinds of leadership to thrive or to die.

RV: Context is defined by collective meaning making based on values and all the other elements of culture present in that particular situation?

PK: Yes. There are collective values, assumptions and ways in which the culture has evolved. It is tacit all the way. When there is an opportunity that shows up in the collective way, it becomes a context for somebody to step into, step out of or to make a difference. For example, there is the Palestinian-Israeli situation. It is a lose-lose proposition at this moment. The escalation in conflict always takes place when there is no way in which people can step out of the role that they have taken.

I'm not making a judgment about either Arafat or Sharon. They have certain roles that they have to play. They have to please the system that they are in and their constituents decide whether they are going to represent the system or not. The question is will Sharon and Arafat be able to go above the fray and beyond the role of being political leaders? Will they be able to go above the system and take an opportunity to provide leadership or not in bringing lasting peace in the Middle East. When individuals are ready but the context is inappropriate, they fail. The context may be ready, but if there is no individual who is willing to step into that opportunity and take on a leadership role---that would be very sad because lot of people suffer. That's the third quadrant.

The fourth quadrant, lower right, is what I call the leadership system. So the leadership system represents the boundaries and practices and explicit rules to produce the end results agreed upon. It's the manifestation part.

RV: Within your model, do you have a developmental framework?

PK: Yes, It involves the interaction between the individual field and the collective field. There is developmental opportunity for the individual to emerge as well as for the collective field to evolve. The interaction between the two, what is explicit and what is implicit in the interaction have to be understood meaningfully for the development to occur. My approach and the moods assessment are based exactly on this particular challenge.

We need to give leaders appropriate feedback so their roles become clear in the organization, opportunity shows up as a possibility and the context is clear where they need to make a difference. Then they can see the outcomes that they would need to create by shifting their action or their attitude that will result in different action. Each individual and organization is a living system and has its own DNA though it is mostly tacit. It is to our advantage to map and understand our DNA, our essence, so that we know what makes us tick and how we can ignite our natural genius whether individuals or organizations.

Once you identify your DNA, it becomes easy to distinguish where you shine, market your products and services effectively and brand yourself uniquely. In other words, you have opportunity to lead because leadership ultimately is a value creation process. If we know more about ourselves, we create higher value. Otherwise, we just keep doing what we are doing expecting different results. That is a definition of insanity!

To read more about the model Prasad Kaipa has developed, go to www.selfcorp.com. To read the complete interview, go to www.leadcoach.com/archives/Kaipa.

SummaryReturn to top of page

Keeping up with the literature on leadership is a challenge, if you want to do anything else with your life. So I am not embarrassed to reach back to 1997 to look at Stuart Wells' From Sage to Artisan, (Davies-Black Publishing, Palo Alto, CA). Wells states that leadership is about

His introductory remarks are still focused on the individual, yet he looks to each of us as a source of leadership. His work is an interesting contribution to the upper left and right quadrants of a leadership holon.

What really attracted me, however, was his categories of leadership roles. Aspects are reminiscent of Loevinger and Cook-Greuter. Some scholar might find it interesting to explore his approach to these and to Spiral Dynamics. Here are the categories:

  1. Sage: Pulls together diverse information and designs a coherent strategy.
  2. Visionary: Thinks about the future to specify a vision that inspires others to act.
  3. Magician: Maintains flexibility to bring about large-scale change when necessary.
  4. Globalist: Operates across cultures and consolidates different perspectives.
  5. Mentor: Motivates others and assists their professional development.
  6. Ally: Forms highly effective and productive teams and alliances.
  7. Sovereign: Accepts responsibility for consequences of decisions.
  8. Guide: Sets clear and challenging goals and organizes work to achieve them.
  9. Artisan: Sets and meets increasingly higher standards of quality and excellence.

His thesis is that each of these roles is important to the modern organization. Each individual performs or is attracted to one or more of these roles. Rarely is there someone who can perform all effectively. This supports the notion that leadership is both an individual and a collective act in organizations.

From a developmental point of view, there is no hierarchy of importance for these roles. All rest on a "foundation of core values." It is in this discussion that we get a hint of an integral perspective. He offers the long-standing model of arenas for developing awareness:

Wells offers a guide to the roles and application in appropriate ways in organizations. What we have is another category of upper left and right factors. The core values and mental models are the upper left. Each is manifested in upper right as a role through related behaviors. Wells describes these extensively. Self management become a process of learning about oneself in relation to each role and one's core values.

Lower left and lower right could be seen as the context for leadership. However, these are organizational and environmental in nature and are not about the collective aspects of leadership. This is not bad. It simply falls short of being integral.

CODA,
Russ VolckmannReturn to top of page

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 can start anew."

There is a time to retire, but Edison knew his time hadn't come. The fire that consumed his work didn't destroy the fire that burned within him to continue his work. Edison's commitment remained.

People tend to associate commitment with emotions. If they feel the right way, then they can follow through on their commitments. But true commitment doesn't work that way. Commitment is not an emotion; it's a character quality that enables us to reach our goals.

Emotions go up and down all the time, but commitment must remain rock solid. A solid team - whether it's in business, sports, marriage or a volunteer organization - must have team players who are solidly committed to the team.

Let's look at four things every team player needs to know about being committed:

1. Commitment is usually discovered in the midst of adversity.
You never know the level of your commitment or that of a team player until things get tough. Every one of us could stay committed to a marriage if everything was always good. Every one of us could stay committed to good health as long as we were healthy. The trick is to stay committed to the commitment when the economy takes a turn for the worse or when you lose your biggest account or when your plant burns to the ground.

Commitment, because it is a character trait, is revealed, not built, by adversity.

2. Commitment does not depend on gifts and abilities.
Commitment and talent, I have found, are unconnected. Many very talented people lack commitment. Many people who lack skills and talent are tremendously committed. So if you find somebody who's extremely talented, there is no guarantee that there is a high level of commitment.

For this reason, it becomes a great day when we connect talent with commitment - for ourselves and for those on the teams we lead. The moment that happens, the team goes to a whole new level.

3. Commitment results from choices, not conditions.
In writing about choices, Frederic Flach notes that most people look back on their lives and point to a specific time and place that marks a significant life change. "Whether by accident or design," Flach writes, "there are the moments when, because of a readiness within us and a collaboration with events occurring around us, we are forced to seriously reappraise ourselves and the conditions under which we live and to make certain choices that will affect the rest of our lives."

Our commitment springs from those choices.

4. Commitment lasts when it is based on values.
Establishing commitment from a team is a critical piece of leadership, but leaders I work with are equally concerned about sustaining that commitment.

I've found the only way to sustain commitment is to link it with the personal values of an individual. Once your commitment is based on your values, you have no problem sustaining it. Values are what drive your choices; they transcend your talents and skills and they stand up under the tests of adversity.

Commitment based on something other than solid values usually is a house of cards; when the wind kicks up, the house comes down.

This article is used by permission from Dr. John C. Maxwell's free monthly e-newsletter 'Leadership Wired' available at www.MaximumImpact.com.

A RequestReturn to top of page

If you are finding the Integral Leadership Review to be bringing useful, fresh perspectives to the subject of leadership, please think of the leaders in business and life that might be able to benefit from subscribing to this epublication. Please send them a copy or a link to the web site, www.leadcoach.com so that they may explore it. In this time of intense internet communication, we all need to manage our time and read those things which are most relevant for our work, our thinking and our values. It is my hope that many people will find the evolving Integral Leadership Review does just that. Your help is deeply appreciated.

Dedication

Dedicated to Chris Newham with deep appreciation.

Feedback Return to top of page

Got any?
russ@leadcoach.com

Thanks  Return to top of page

Thanks for taking the time to consider this epublication in a world of data overload. For leaders, collaborators, consultants, academics and coaches alike, I welcome you to some ideas and a dialogue that may benefit us all. I hope you will contact me soon with your idea, reference or article. Suggestions on improvement are welcome.

Russ Volckmann, PhD
Coaching Leaders in Business and Life
Email: russ@leadcoach.com
Web: www.leadcoach.com, Tel: 831.333-9200, FAX: 831.656-0110
To subscribe or unsubscribe, please go to www.leadcoach.com.
Technical support and design: Virtual Silk®

Disclaimer:

This material is intended for informational and educational purposes only. Financial, Legal and Professional information is not Financial, Legal and Professional advice. You should see a Financial, Legal or Professional in the area in which you live if you need advice.

You are welcome to share the contents of this epublication. Please provide source information, including www.leadcoach.com.

Thank you.

© 2001-2006 Russ Volckmann. All Rights Reserved

Russ Volckmann, PhD, LeadCoach™
733 Mermaid Avenue, Pacific Grove, CA 93950
russ@leadcoach.com (831) 333-9200
Copyright © 2001 - 2007, All Rights Reserved, Russ Volckmann