Introducing Allison Conte:
Allison is on-call faculty based in Colorado.
Allison has 10+ years’ experience in applying integral thinking to organizational leadership and culture transformations. She has studied or worked directly with many vertical-development theorists including Ken Wilber, Suzanne Cook-Greuter, Terri O’Fallon, Bob Kegan, Lisa Lahey, Theo Dawson, Zak Stein, and Bill Joiner. She holds certifications in several vertical assessments including the Leadership Maturity Framework, Leadership Agility 360, and the Lectical Assessment. She wrote a 2007 masters thesis on Holacracy and was amongst the first 10 certified Holacracy practitioners. In addition, she holds a mastery certification in Polarity Thinking and is well-versed in the crossover between polarities and vertical development. In 2014, she published an article in the peer-reviewed Journal of Integral Theory and Practice proposing that polarities should be considered a core element of integral theory. Allison’s own body of work, Sophia Leadership, is a blended professional and spiritual development program that includes vertical development, polarities, Jungian Masculine/Feminine archetypes, energy work, and spiritual practices.
Introducing Paul Hughes:
Paul is Client Solutions Director in the newly formed UK and Ireland Region (part of EMEA).
The best description of me is a ‘pracademic’: I try to combine my practical managerial, consulting and leadership development experience, with my more recent doctoral research experience. It means while I respect the integrity of academic rigour, I can get frustrated when the focus becomes disconnected from real world value and remote. It also means while I value real world experience, I recognize it can sometimes benefit from some critical thinking to get under the skin of what’s really going on. From what I understand of my limited time so far in CCL, being aware of and managing this dilemma makes me a decent fit. Or at least I hope it does!
There are three personal research areas of interest:
- Mindsets, which grew out of work I did in 2012 using a model adapted from the work of Torbert and Rooke (2005) to explore how differing mindsets related to differing leadership approaches, as well as how they are developed.
- Leadership cultures, arising from beliefs and particularly discretionary leadership practices. This was one of the themes of my doctorate.
- How leaders, and their reports, develop ways to balance the dilemmas within increasingly complex and changing organizational ‘ecosystems’, as well as the ways they navigate and influence within them. This too was another theme in my doctorate.
These interest areas mean I’m keen to get involved in helping us develop our understanding of leadership cultures, growth mindsets, polarities and leading across boundaries. Though being a naturally curious person I can easily be drawn into any other topic I find interesting!