Integral Leadership Review
Volume VI, No. 1 - March 2006
Table of Contents
- Leadership Quote: Mitch McCrimmon
- Mission
- Article: Mary Key and Robin Wood, Developing Leadership Capacity: Searching for the Integral
- Leadership Coaching Tip: Leading and the Mental Model
- A Fresh Perspective: Integral Leadership Development. A Conversation with Bert Parlee
- Guest Article: Otto Laske, On Leadership as Something We Are Rather Than Have: Introducing Instrumentation to Strengthen the Integral Approach for Use in Organizations
- Integral For the Masses! , Keith Bellamy, Integral Awareness
- Announcements: Kripalu Institute for Integrated Leadership; Integral Review; Ethical Leadership Conference; Integral University; Spiral Dynamics 1 in Canada; Interdevelopment Institute; Pacific Integral
- Guest Article: Keith Rice, Shades of Leadership: a Case Study in Leading for the Followers
- Summary: Mark Edwards, Another Way of Putting It
- Coda:Rafael Nasser, Afoot with Don Beck in the Middle East
- A Request
I wish to express my deepest gratitude to those who have chosen to provide voluntary contributions to support the publication of the Integral Leadership Review. My goal is to continue to make the work of those contributing to the development of integral leadership theory and applications accessible to all. When you choose to join this generous group, please go to http://www.leadcoach.com/donation.html. My request is for $10.00 to help defray our costs.
I would also like to welcome as a sponsor of the Integral Leadership Review:
Stagen is North America's leading provider of integrally-informed organizational and leadership development products and services. Please visit stagen.com to find out more about their methodology, download white papers and learning modules, and explore opportunities for collaboration.
http://www.stagen.com/philosophy/leadership/
Leadership Quote
Leadership in a postmodern world can come from outside one's immediate group, bottom-up or outside the organization altogether. There are no enduring authorities; hence anyone with a better idea and the courage to promote it can show leadership. Such leadership is an occasional act, not a role to be monopolized. It is also more democratic if only because no one has a monopoly on good ideas.
-- Mitch McCrimmon
Mission
We are in the sixth year of publication of the Integral Leadership Review. It is increasingly taking the form that I hoped, although I am sure there is still much that can be done to make this a useful document that attracts a wider audience in the fields of consulting, training and coaching, as well as among business and other organizational leaders who have a passion for leadership.
I am grateful to the 1308 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, consultants and their clients. My vision includes that this will be a place where we can continue to develop and share ideas about integral leadership and integral coaching, particularly in their application. That vision is being realized.
Russ Volckmann
The following article represents the work of two consultants, one in Europe and the other in the United States who have been developing and contributing to the evolution of integral approaches to leadership. For those familiar with these ideas this article represents a clear presentation of concepts. For those new to this approach this article might serve as a foundation for further reading, including other articles in this issue of Integral Leadership Review. In either case, this article represents a rare treatment of an approach to working directly with clients using an integral approach.
Developing Leadership Capacity: Searching for the Integral
Mary Key, Ph.D. & Robin Wood, Ph.D.
Leadership involves inspiring people and organizations to develop the capacity to create the futures they desire. This often means leaders are called upon to stimulate significant changes in human systems, which invariably require changes in individual behaviors. For such changes to be sustainable, individuals must examine the meaning that gives rise to their behaviors and the leaders must engage with those meanings inside themselves.
Dozens of scholars and commentators have attempted to define what really lies at the heart of great leadership. Bennis (1998) proclaimed the four universal traits of leadership as the management of attention, trust, self, and meaning. Hersey and Blanchard proposed a "situational leadership" model, while Kegan (1982 & 1984) talks about leadership as the making of meaning and examines the developmental challenges of the evolving self in reconciling differences.
Kotter (1990) sees leaders as being people with high energy, drive, solid mental health, intelligence, and integrity, who are able to establish direction, align people, motivate and inspire, take on multiple roles, and develop thick, informal networks.
Wheatley (1992) talks about participative leadership in self-organizing systems, drawing on the metaphors of the new sciences, which one of the authors of this paper later echoed in his study of the way successful leaders managed complexity, captured in the idea of "collaborative capitalism" (Wood 2000).
White et al. (1996) assert five key skills of leaders:
- Continually learning things that are hard to learn;
- Maximizing energy as masters of uncertainty;
- Capturing the essence of an issue to achieve resonant simplicity;
- Balancing the long and the short term in multiple focus;
- Applying an inner sense or a gut feeling in the absence of decision support data.
Many other authors and researchers have faced this struggle and have published numerous prescriptions and explanations. However, they lack a coherent underlying rationale or fundamental principle that predicts effective leadership behaviors. These models tend to seek the same end, but they differ in approach as they try to encapsulate the existing body of knowledge about what makes a good leader.
Given this background, it is not surprising that a recent study of over one hundred companies undergoing major change initiatives found that eighty-five percent don’t result in tangible, long-lasting results. One of the major reasons for this failure is that we are not taught how to make sense out of what appears to be a chaotic set of circumstances (Anderson, Klein, and Stuart 1999). Clearly, we need new ways of viewing information and the world to effect positive change in leadership and beyond.
Philosopher Ken Wilber (2001) offers a simple and elegant framework that we can use to organize the many facets of leadership and provides a lens through which we can see its future evolution. Wilber’s "integral" or integrated approach is based upon a two dimensional matrix...
To read the complete article click here
Mary Key: mkey@marykeyassociates.com
Robin Wood: drwood@wanadoo.fr
Leading and the Mental Model
Your client has a mental model of leading. This includes the very concept of leadership that she holds. It involves what it is to be a leader, what leaders do, relationships with collaborators and followers, the relationship between leading and the strategic directions of the organization, the role of culture in determining leader effectiveness. It also involves personal values, personal intentions, questions of self-identity. In your coaching process, be aware that omitting any of these dimensions in exploring leadership generally or in a particularly context puts the client at risk.
Integral Leadership Development.
A Conversation with Bert Parlee
Russ Volckmann
Q: Bert, you seem to be involved in so many things—your work with Integral Institute, with Integral Development Associates, with the Stagen Institute, teaching at JFK University, your role as Chief of Staff for Ken Wilber, leading an integral practice workshop at Esalen in Big Sur (California) —that there are a number of different approaches we could have to this conversation. Let’s go right to the heart of my interests: What are you doing that is related to integral leadership?
A: There’s II, IDA, there’s the organizational psychology program in which I mainly teach in the coaching department at JFK. I must say it’s becoming a luxury I’m not sure I can afford much longer. I’m also teaching at Notre Dame and their executive leadership program. All relate to leadership.
Q: Are you actually instructing, coaching or both in Leo Burke's Notre Dame program?
A: Instructing.
Q: I talked with Bob Anderson and I know he’s doing some coaching in that program.
A: Yes, he has his Leadership Circle 360 that he works with there. I’m also working as a facilitator and coach with the Stagen Institute’s program for CEOs.
As for leadership, I think just a wide angle, high perspective frame of the whole thing is that what we seem to have now at the dawn of this century. With a few decades behind us there has been a real shift from what we would understand to be traditional, more command and control, hierarchical systems giving way to different kinds of systems where teamwork and collaboration are more and more in alignment with the cultural changes that are coming to be the norm. In particular, we are moving more towards collaboration into—if we use the language of development—more realistic, relativistic, meaning making systems. These are reaching up and stretching, trying to move into a multi-systemic system, which for those of us with integral sensibility would understand as second tier vision logic and post formal operational thinking. This also involves a lot of change as we shift into global dynamics: Tom Freeman’s idea of the flat world. It requires people to shift, adapt and hone their niches much more finely and collaborate with all other players with all sorts of in-sourcing and outsourcing ways that are pretty challenging for people.
Q: You said it is becoming the norm. Do you know of organizations where you are seeing this become the norm? If we think about some of the dominant organizations—at least politically and in the business world—there isn’t an awful lot of evidence of that.
A: You mean in the federal governmental system?
Q: And I’m thinking of businesses like the Halliburtons of the world.
A: Well, some of those systems certainly less so than others. If we take an example of Halliburton, we see the kind of meltdown that occurred there. They are running into problems and difficulties. The restructuring of that organization will be much more in alignment with some of the things we just talked about. The change process is as slow to adopt as it can manage. Some people have reliable markets; there are old systems in place that allow some of the already existing systems to continue to be functional in the way that they have been. But it seems that more and more the way supply chains go it’s asking the world and organizations within it to be adaptive to some of the ways that are now described as being flat, as being collaborative. It’s probably only a matter of time before most organizations have to align themselves with some of these new ways of doing business with one another.
To read the entire interview click here
Bert Parlee: bert@integralcoach.com
Guest Article:
On Leadership as Something We Are Rather Than Have:
Introducing Instrumentation to Strengthen the Integral Approach in Organizations
Otto Laske
For Russ who provoked these thoughts.
The goal of this paper is to show that and how the effectiveness of the Integral Approach in organizational work can be strengthened by basing it on explicit assessments covering all four quadrants and subsuming all levels. This is in contrast to a multitude of "objective" right-quadrant-only assessments presently prevailing in industry and the military.
More specifically, this article demonstrates how to provide instrumentation for Wilber’s Integral Approach when used to assess and promote Leadership in the world of work. The instrumentation provided consists of explicit assessments. It derives from research of the Kohlberg School at Harvard, Henry Murray’s personality theories, and Elliott Jaques’s work on requisite organization. The assessments are discussed in the form put in place since 2000 for the author’s teaching of developmental process consultation at the Interdevelopmental Institute (IDM). Instrumentation results in the quantification of selected bars of the integral psychograph with regard to individuals, teams, and larger groups. It facilitates relating and comparing developmental lines, their levels and states for a multitude of consultative purposes.
In terms of the topic chosen, I recast Leadership as the natural expression of what adults ARE (UL/LL) rather than HAVE (UR/LR), such as special traits, dispositions, or competences. This move places leadership foremost into the Vertical (cognitive and social-emotional development), and secondarily into the Horizontal (behavior). I thus embed Leadership in the natural process of adult development over the life span, rather than monumentalizing, and thereby marginalizing, it as a privilege and as special. To underscore the salience of assessment-based instrumentation, I distinguish between two dimensions of work capacity, a vertical (left-quadrant) one of Capability, and a horizontal (right-quadrant) one of Competence, and see Capability as a set of enablers of competences. Evidently, this distinction is highly relevant for coaching, mentoring, talent management, succession planning, recruitment, and mergers and acquisitions, not just leadership.
From my organizational vantage point, Leadership assessments can be fruitfully leveraged around two fundamental questions asked by every individual in life and at work: first, WHAT SHOULD I DO AND FOR WHOM?, and second, WHAT CAN I DO AND WHAT ARE MY OPTIONS?. I consider the first question a social-emotional one, involving discontinuous mental growth across a number of "orders of consciousness" (Kegan) or developmental levels, while I see the second question as cognitive, involving different abilities to construct the world systemically in terms of dialectical logic. In shorthand, I refer to the social-emotional line of adult development as ED, and to the cognitive strand as CD (Stewart, 2005).
***
The article is in three parts, A to C. In A, I introduce the conceptual framework on which this article is based, using actual excerpts from interviews with two managers in a leadership position.
In B, I discuss three separate, but related issues:
- How does the Capability/Competence distinction change contemporary thinking about Leadership?
- What does the instrumentation of the Integral Approach introduced in this paper contribute to designing and implementing leadership development programs in organizations?
- What consequences follow from the adult-developmental perspective for the use of scenarios as a way of developing leadership potential?
C is a short summary.
To Read the Complete Article Click Here
Otto Laske: otto@interdevelopmentals.org
Integral For the Masses!
Integral Awareness
Keith Bellamy
Earlier this week I had the hon our and the privilege to be sitting in my local Integral Salon listening to one of the Salon members recount a recent experience where she had attempted to introduce Integral Theory to a group of CEOs. At a weekend retreat, she and her colleagues were trying to help this group of highly motivated, young leaders understand that aspects of the Integral Model could prove to be powerful tools as they grapple with the challenges facing their predominantly not for profit enterprises.
We probably spent more than three-quarters of the salon session discussing the experiences of that weekend, even though its appropriateness to the planned topic for the evening was tenuous at best. But hey, this was an Integral Salon and we don’t allow planned topics to stand in the way of a good debate, and we most certainly didn’t on this particular evening. Our evening turned into one of the best case studies on the attempted teaching of the Integral Model, and I don’t believe that anybody in our circle didn’t leave without having gained insights that will affect their approach to matters Integral in the future.
To Read the Complete Column Click Here
Keith Bellamy: keith.bellamy@ruachborah.fsbusiness.co.uk
European Integral Academy - Foundation for Applied Global Wisdom
The academy is still virtual and must raise much more money for its academy-house. At the moment we are a pool of trainers and speakers who go out and teach— a traveling academy.
Contact: hweckmann@landbrot.de Phone +49 30 8511176
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Kripalu Institute for Integrated Leadership in Lennox, MA.
The Institute for Integrated Leadership’s new Semester Intensive is an immersion program specifically designed for 18- to 25-year-olds. Today, more than ever, the world needs the perspective, power, and passion of young adults who can influence change and make a significant, positive impact in our increasingly complex world.
We are looking for 36 extraordinary young adults to kick off our inaugural semester in Fall 2006. We have more than 100 inquiries to date and we want to cast the widest net possible in order to enroll a group of students who can make the most of this unique opportunity.
As they engage in this highly experiential curriculum, participants will delve into the emotional, intellectual, spiritual, and physical aspects of personal and professional development through courses in these five areas:
- Self-Study and Contemplative Traditions
- Meaningful Work
- Healthy Living
- Effective Communication
- Financial Consciousness
Similar to other college-level programs, the Semester Intensive is tuition-based. Full and partial financial assistance is available, and we encourage students of all financial backgrounds to apply.
Contact Kripalu’s Institute for Integrated LeadershipPhone: 413-448-3582
Email: leadership@kripalu.org>leadership@kripalu.org
http://www.kripalu.org/article/184/
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Integral Review
A Transdisciplinary and Transcultural Journal for New Thought, Research, & Praxis CALL FOR SUBMISSIONS Due July 1, 2006 For Fall 2006 Issue.
Integral Review’s explicit interest in publishing and thereby furthering transdisciplinary understandings, research, and applications makes it an ideal refereed journal for SCTPLS members to extend the reach of their work to a broader audience.
Integral Review extends a specific invitation to extend the reach of your work to its audience. Please visit our web site to consider how IR’s mission and submissions guidelines apply to your work:
http://integral-review.global-arina.org_____________________
Ethical Leadership Conference
April 13-15, 2006
Indiana University’s Randall L. Tobias Center for Leadership Excellence would like to announce its first Multi-Sector Forum on Ethical Leadership beginning with a Keynote Address in the evening of Thursday, April 13 and concluding with a lunch of Saturday, April 15. This conference will explore leadership from a range of different perspectives including business, government, the not-for-profit sector, education and medicine.
The Keynote Address will be delivered by Representative Lee Hamilton, Director of the Woodrow Wilson International Center for Scholars. Representative Hamilton served 34 years in the U.S. House of Representatives and was recently the Vice Chair of the 9-11 Commission.
Other featured speakers include:• Joanne Ciulla, The Ethical Peculiarities of Leadership.
• Richard Gunderman, Doing Well by Doing Good.
• Sheila Kennedy, Public Ethics and the Challenges of the New Governance.
• John Mahon, Confronting Leadership: Theory versus Practice.
• Ron Riggio, The Social Psychology of Bad (and Good) Leadership.
• Wiley Souba, Challenges and Opportunities Facing Academic Medical Centers in the 21st Century: A Call for Leadership.
• Linda Trevino, Ethical Leadership: What We Know and Don't Know.
For more information on the Multi-Sector Forum please click on http://www.tobiascenter.iu.edu/forum.html
To register for the Multi-Sector Forum please click here.
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Accredited Integral Degrees at Integral University
Now accepting Applications for Fall
I am very pleased to announce our first Integral accredited degrees and certificates through two partnerships. First is our partnership with Fielding Graduate University…Students may choose from two Integral options: an Integral Studies Certificate or an Integral Master’s in Organizational Management and Development. Fielding is currently accepting applications, which will be reviewed beginning in April. For further information on Fielding’s Integral offerings—http://www.fielding.edu/hod/integral.
Also, in partnership with John F. Kennedy University, Integral Institute and Integral University is pleased to announce an accredited Master’s degree in Integral Theory. Currently, JFKU is the only university in the world that has an Integral Studies Department explicitly based on AQAL – so we are very pleased to extend their Integral expertise to online education. Courses for the JFKU program will begin in October 2006. This 68 unit Master’s degree program will train students in the application of the Integral Model across many scales. Courses will be taught by faculty who are experts in Integral Studies from the Integral Institute and JFKU. The first year of the degree consists of ten courses that act as a stand-alone certificate in Integral Theory. For further information on JFKU’s Integral offerings email the Program Director Sean Esbjörn-Hargens: shargens@jfku.edu.—Ken Wilber
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Spiral Dynamics integral Level 1 Certification Training in Canada
Our first official training is targeted for Winnipeg April 28 - May 1, 2006. See http://www.integralcity.com for details and future training schedules.
Marilyn Hamilton, BA, CGA, PhD
v:604-855-8478 f:604-855-8870
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Interdevelopmental Institute (IDM) Launches Its Own Press and a Flagship Book
IDM has established the Interdevelopmental Institute Press, a publishing house for literature supporting evidence based process consultation. In order to support consultants, coaches, mentors, facilitators, mediators, social workers, and applied psychologists, IDM Press will publish both practice-oriented and foundational materials.
The first book is Otto Laske’s MEASURING HIDDEN DIMENSIONS, volume 1, on the Art and Science of Fully Engaging Adults. The book is a textbook and handbook that teaches developmental thinking in interviewing, giving feedback to, and structuring interventions with clients.
http://interdevelopmentals.org/ebooks.html
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Pacific Integral Program
Pacific Integral is opening enrollment for the next class of our flagship development program, Generating Transformative Change in Human Systems.
Generating Transformative Change in Human Systems is an intensive, rigorous, and inspiring experience designed to develop participants to be powerful, integrally-informed leaders for transformative change in human systems. The program is designed for men and women of vision who are leading or aspiring to lead organizations, community, or social systems, as well as those currently practicing as or wishing to become consultants or change agents. The key criterion for participation is that those applying must be ready and willing to transforms themselves in service to their ultimate purpose. The program provides both an education and an apprenticeship leading to mastery in the discipline of transformative change.
This program begins on April 3, 2006 and takes place over two nine-month sessions. The core of each session consists of three intensive five-day retreats, held at the beautiful Harmony Hill retreat center about two hours outside of Seattle. Between retreats participants stay connected and continue to learn in online classrooms.
For more information or to apply, visit www.pacificintegral.com, or contact Dana Carman at 425.882.8859 or dana@pacificintegral.com.
Shades of Leadership:
A Case Study in Leading for the Followers
Keith E. Rice
A few years ago, I was invited to work with Hodgson Sealants Ltd, a Yorkshire-based family firm. They were a leading manufacturer of sealants and Europe’s single biggest supplier of putty. They were beginning to penetrate North Africa and other markets beyond the European continent. For the previous 30-plus years, the company had been run as the personal fiefdom of founder Peter Hodgson. His word was law and he could change the law, even on a day to day basis, as he saw fit. But the majority of his workforce, who had been with him, more or less since the company’s inception, were unwaveringly loyal. They loved him; and he looked after them in the manner of a beneficent feudal lord.
The company had been a phenomenally successful for a smaller business and, at the time I became involved, had a turnover of over £10M and employed around 110 people. Things hadn’t changed much at Hodgsons over the years; but the world around them was changing – as Peter’s two sons, Charles and Max, realized soon after they entered the business. As they would agree with me later, the company was headed for what Ichak Adizes calls, in terms of his Organization LifeCycle model, ‘Pathological Go-Go’. (See panel for a brief resumé of Adizes LifeCycle).
It’s a truism that bringing family into a family business often leads to the company eventually going into decline. This is due to the key decision-makers being appointed for their genes rather than their competence. However, in this case, the sons proved to be the salvation of the business. Charles and Max saw the potential for the business to lose out to competitors who could adapt better and faster to changing markets. They had the foresight to initiate change before there was any damage to their business.
To Read the Complete Article Click Here
Keith E. Rice: keith@integratedsociopsychology.net
Mark Edwards, Another Way of Putting It:
My particular take on the four quadrants, holons and suchlike, http://www.integralworld.net/
Russ Volckmann
Edwards wrote this paper to provide a brief, clear guide to key points he makes in an extended presentation also available at Frank Visser's web site It seems a number of individuals have approached him to explore this work, but not sustained contact. I have to confess that I am probably one of the poor misguided souls who has attempted to engage Mark Edwards in an exploration of his ideas about integral theory and modeling, only to seemingly disappear, not to be heard from again. I would, however, like to emphasize that—from my point of view—such disappearance has been only temporary and that it is my full intention to engage him in a conversation for Integral Leadership Review—if he is willing. In the meanwhile, this article posted on Frank Visser’s Integral World web site serves as a somewhat more accessible explanation of some of the differences that Edwards brings to integral mapping.
Edwards contrasts his approach respectfully to that of Wilber’s by positing any number of possible holons, which can be considered in relation to other holons. Furthermore, rather than four perspectives that there are really six (first, second, third persons singular and plural); each perspective is a holon with multiple quadrants.
To Read the Complete Summary Click Here
Mark Edwards: mged@optusnet.com.au
Afoot with Don Beck in the Middle East
Rafael Nasser
On November 12, 2004, the day Yasser Arafat was buried in Ramallah, I landed in Ben Gurion airport. Ten days earlier I had watched a team of professional movers disassemble my cozy Manhattan apartment and stuff the contents into 117 cardboard boxes bound to follow me across the Atlantic to my new home, Tel Aviv. After the movers left I stood alone in the bare-walled living room and in the eerie silence I questioned my decision to relocate. Only my closest friends knew that rationality wasn’t the principle guiding my move; my decision was informed by the call of intuition. The synchronicity of these two events – my arrival and Arafat’s departure – made an odd impression on me. I was overcome by the sense that I was been guided to the Holy Land by the veiled hand of Destiny. My lingering doubts about the move evaporated. I was sure I was in the right place, though I still didn’t know why.
I found a sunlit flat in south Tel Aviv and settled into my new life. Winter crossed over into spring. One afternoon, as I was nostalgically leafing through a dog-eared Wilberian tome, I decided to learn more about the local Integral community. Although I was hobnobbing with a group of hip trendsetters I longed for the company of Integral companions. A few weeks later at a lecture on Integral Kaballah at Rabbi Marc Gafni’s center in Jaffa I met Oren Entin and Neri Bar-On, the co-founders of the Integral Israel Salon. I recognized them as kindred souls and I joined their group. After a few meetings I noticed a pattern recurring whenever we met. Invariably any topic we brought up for discussion eventually shape shifted into the same subject matter: Spiral Dynamics and the Middle East conflict.
Spiral Dynamics is a theory co-developed by Don Beck that models the way value systems evolve in individuals and societies. According to the theory values are adaptive codes of intelligence that develop in sequential order to deal with problems of increasing degrees of complexity. Each value system is like a pair of prescription glasses that filters consciousness through a unique perspective. The theory identifies seven value systems that have evolved cross-culturally over the sweep of human history and an eighth that is emerging. For ease of reference the eight systems are assigned color codes, each of which represents the core value that governs the social dynamics at that level of development. They include: Beige (survival), Purple (safety), Red (power), Blue (authority), Orange (progress), Green (humanitarianism), Yellow (integral development) and Turquoise (holistic self-awareness).
To Read The Complete Article Click Here
Rafael Nasser: RNasser001@aol.com
A Request
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.
Feedback
Got any?
russ@leadcoach.com
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
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