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The Philosophy
An international faculty of high professional distinction combining academic excellence and practical
experience is committed to achieving changes in the individual behaviours of practising executives, by
providing the vital skills and concepts needed by effective leaders.
University curricula and traditional training programmes focus on increasing theoretical awareness.
Technical skills predominantly for the non-management functions and conceptual skills for the
executive management positions leave a gap for both groups: the critically important skills of
integrating human competencies.
The Leader Academy programme concentrates on the development of these leadership behaviours by
helping all key people develop their potential as individuals, as team members and as an
organisational force.
The Process
Each of the six modules builds on the preceding one and offers a stimulating, non-threatening learning
experience leading to advanced expertise in achieving highly synergistic results with people. We focus
on integrating new concepts into a personal learning process, personal projects and organisational
objectives. Participants are coached individually with constant feedback on their progress. More
specifically the Leader Academy offers:
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a profound understanding of oneself and others in all its complexity
a clear vision on how to make things come alive in the organisation
the ability to effectively contribute in teams that achieve synergy and can learn
resilience to master transformational changes and to enact one's future rather than undergo it.
Mastering change in personal and professional behaviour targets on different levels: knowledge,
attitudes, individual leadership behaviour and influencing the entire organisational context.
Step 1 - The philosophy & the dynamics of creative interchange (3 days)
Setting the scene
Step 2 - Executives in action (3 days)
Getting to know yourself
Step 3 - Executives in inter-action (3 days)
Your impact on self and others
Step 4 - The skill dynamics of creative interchange (3 days)
Getting the open communication going & Building on Diversity
Step 5 - Leadership, the inner side of greatness (3 days)
Inspiring others by cultivating a leadership mind
Step 6 - The dynamics of corporate culture & organisational synergy (3 days)
Taking back new paradigms into the organisation
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Step 1 - The philosophy & the dynamics of creative interchange (3 days)
Setting the scene
Introduction of the philosophy, the unique focus on Leadership and the objectives of the Leader
Academy process. The Academy process creates a learning environment that alIows changing the
individual leadership behaviours of practising managers. In this phase we will assess to what extent
Creative InterChange is operationaI on the different systemic interfaces: intra- & inter-personal, intra& inter-team, intra- & inter-organisational, by collecting data about the perception of self and the
perception of others. Participants will receive confidential feedback, enabling them to translate the
various Iearnings in terms of their personal growth and development process. This approach allows us
also to measure progress as the process unfolds over time.
Taking ownership of the change process
Satisfaction of customer needs these days requires the new paradigm of networking silicone and
carbon-based systems - technical and human - in order to generate innovative, intelligent and
responsive learning organisations. So far the technical hardware and software side has evolved faster
than the human systems side. Understanding of how human systems evolve and of how that evolution
can be accelerated at the personal, team and organisational levels is often missing.
The key process that allows people to actualise their resources is called; 'Creative InterChange' When
this process is allowed to operate within and between people, a synergistic advantage is achieved on
personal, team and organizational Ievels. It leads to integration of information into knowledge and of
knowledge into intelligent Iearning and action. All this happens while using less human, material,
technical and financial resources. The ultimate Creative InterChange potential is a function of the
capability, ability and willingness of the individuals who discover how to release this potential within
themselves.
Step 2 - Executives in action (3 days)
Getting to know yourself
Personality is multi-faceted, and understanding human beings is complex. In this module, participants
Iearn about their individual preferences, their strengths and development needs, and how this
influences their Ieadership. A deeper awareness and understanding of oneself and others will allow
leaders to build on strengths in the pursuit of excellence in organisational performance.
Step 3 - Executives in inter-action (3 days)
Your impact on self and others
This module is geared towards encouraging and developing those individual traits and preferences
that optimise achievement thinking, leadership skills and interpersonal communication.
Comprehensive information on self-enhancing and self-defeating behaviour is provided as well as
detailed information about an individual's thinking, behaviour and leadership skills. The mutuaI impact
of individual leadership styles and the organisational culture becomes more evident.
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Step 4 - The skill dynamics of creative interchange (3 days)
Getting the open communication going & Building on Diversity
While awareness is a very important step in the process of change, putting Creative InterChange to
work at the skill level is a crucial next step. Effective leaders must be competent at facilitating both
constructive awareness and interaction. Skill development will create the conditions required for
Creative InterChange to operate at the intra- and interpersonal levels by:
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increasing permeability and openness
increasing tolerance for ambiguity
improving the integration and building process
increasing commitment to achieve goals
outlining how Creative InterChange skills reduce and remove the 'bugs' in the Human Operating
System.
Step 5 - Leadership, the inner side of greatness (3 days)
Inspiring others by cultivating a leadership mind
What makes a leader great? Not just competent or even charismatic -- but great? In this session Peter
Koestenbaum offers a unique view of what constitutes exceptional and passionate leadership and he
challenges managers to discover their own potential for greatness. Koestenbaum reveals how striving
for greatness brings intensity and meaning to managers' work, enabling them to focus their efforts,
unearth new ideas and insights and deliver bottom-line results. He also demonstrates how greatness
in Ieadership - livingout one's deepest and most personal commitment to exceIlence - can bring out
what is great and ennobling in others as welI. This module reveals what managers must know, what
they must learn, and most importantly what they must be, in order to become truly effective leaders.
Step 6 - The dynamics of corporate culture & organisational synergy (3 days)
Taking back new paradigms into the organisation
In this module, the participants explore the importance of corporate culture - the shared set of values beliefs and mindsets - in the process of organisational change. The important questions are:
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what culture do we have today?
what culture do we need to succeed tomorrow?
how can our leadership influence and direct this transition?
In answering these questions, we emphasise the rules and mindsets that stand in opposition to or in
support of proposed changes. What do we have to unlearn or to stop doing? Participants leave this
session with a clear view on how to push through old barriers and invent new ways of realising
opportunities in a shifting business climate.
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The learning objectives are:
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to achieve a better and more profound understanding of oneself, others and reality in all its
complexity
to develop a clear vision for oneself and to be able to make this vision come alive in the
organisation
to be able to create effective teams in which synergy is achieved and in which a learning climate
prevails
to be able to cope with the current avalanche of changes which sweep through our personal and
professional lives, and to be able to enact one's future rather than undergo it.
After completing the LEADER ACADEMY process, the participants:
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have profoundly increased their skills and abilities in the leadership of people and organisations
have enhanced their self-awareness, their awareness of their personalities, and their development
potentials
are able to direct their mindsets and abilities towards changing organisational philosophy,
management systems and organisational structures
show an increased readiness to take on greater responsibility to successfully shape and
implement processes of change
are required to draw up a concrete plan for personal growth and continuous learning.
The LEADER ACADEMY is intended for people with a variety of antecedents:
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established leaders with a proven track record in leadership
people showing the potential and/or preparing themselves for more challenging management and
leadership responsibilities
people trained in sciences, technology or economics, who wish to develop their leadership
potential
entrepeneurs wishing to become more effective leaders.
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Peter KOESTENBAUM, Ph.D. Germany / USA
Peter Koestenbaum is a worldwide consultant specializing in leadership. All his academic degrees B.A., Standford; M.A., Harvard; Ph. D., Boston University - are in the field of philosophy. He was an
awarded philosophy professor at San Jose State University, California, and practiced psychotherapy
for many years. He presents seminars challenging executives to greatness in leadership, and devotes
much time to CEO mentoring and personalized leadership coaching. He is author of ten books,
several translated into other languages. Some current business books are The Heart of Business:
Ethics, Power, and Philosophy ( Saybrook, Norton, 1987) and Leadership: The Inner Side of
Greatness (Jossey-Bass,1991).
Glenn MARSHALL, Ph.D. Canada
Glenn Marshall helps leaders throughout the world in their challenging task of coping with changes.
Dr. Marshall adjunct lectures and consults at several European and American university centers. He is
President and CEO of Cognitive Leadership Strategies (The Americas), an international consulting
consortium specializing in Ieadership and team development. He received his Ph.D. in Business
Administration at the University of Bradford, UK, where he specialized in the area of Human
Resources and organisational Behaviour. He has a B.A. and M.A. from Wilfried Laurier University and
a M.Sc. from the Graduate School of Applied Behavioural Science, California American University.
Amongst his large international client base we find names as: Bombardier, Apple, IKEA, Peat Marwick,
AGF Capital, Royal Bank and numerous Canadian government ministries and U.S. federal
departments.
Mike MURRAY USA
For more than 20 years, corporate executives, managers, government officials and others have relied
on Mike Murray to help them work more productively and synergistically. Mike got his S.A. English at
Austin College and M. Div. at Austin Presbyterian Theological Seminary Texas. He has taught
seminars in 48 of the 50 United States and has trained more than 160 000 seminar participants in
areas such as change management, conflict resolution, strategic planning, customer service, creative
problem solving and team building. He has worked with a variety of organisations and offered them his
unique understanding of people and how they interact, thereby solving tough problems and enabling
leaders to more effectively manage their organisations. Amongst his clients we find such names as:
Texas Instruments, AT&T, Norton GTE, American Petrofina, Aramco, Exxon, NASA, Tandy, IBM and
many others.
Charles PALMGREN, USA
Dr. Charles L. Palmgren is Co-founder/Senior Partner of SynerChange, an international consultancy
and leadership development firm committed to networking humans and technology to create
"intelligent" organizations.
Throughout a 35-year practice, Dr. Palmgren's research and experience have focused on the
conditions for Creative InterChange. Dr.Palmgren is an acknowledged authority on achieving
organizational synergy and change. In the course of his career, Dr. Palmgren has written and cowritten articles and monographs on synergy and managing organizational change, contributed to the
Journal for Creative Change , the Journal of Drug Education and the highly respected book
Creative InterChange (Brioyer and Minor, 1982).
Together with Stacie HAGAN, he wrote a book on Creative InterChange, The Chicken Conspiracy
(Recovery Communications, 1998).
Dr.Palmgren has served as adjunct faculty lecturer for several universities and has consulted with the
White House regarding some of the nation's most complex social issues.
His experience also includes such roles as personal and family counselor, drug prevention programs
director, medical school professor and leader of public education reform.
Dr. Palmgren completed undergraduate and graduate studies in Psychology at Drake University. In
addition, he studied Psychiatry at the University of Osteopathic Medicine and Health Sciences, and
holds a Doctorate in Applied Behavioral Science from The Union Institute.
Barry JOHNSON, Ph.D. USA
For the past 15 years, Dr. JOHNSON has been an independent consultant in the combined areas of
management development and organisation development. He has been working on the Polarity
Management Model and set of principles since 1975 and is the author of Polarity Management,
Identifying and Managing Unsolvable Problems (HRD Press, 1996).
Dr. JOHNSON holds a Ph.D. in Organisation Development (International College), got educated in the
Gestalt Institute of Cleveland in Organisation and System Development and specialized in Trust
Development under guidance of Jack GIBB.
As a presenter he has made presentation to a variety of conferences and universities in the United
States, Canada, Mexico, Australia and Europe. As a trainer, he has designed and implemented
training programs for private and public organisations on topics including Polarity Management,
Gestalt and O.D., MBTI at a personal and systems level, Working with Resistance, Managing Conflict,
Self Directed Work Teams and Trust Development.
His client list includes AMOCO, General Motors, Motorola, Shell Oil, Canadian Imperial Bank of
Commerce, American Practices Management, Southern New England Telephone, Provincial
Government of Ontario, UCSD Medical Center, Blue Cross and Blue Shield of Michigan and Syncrude
of Canada.
Ernst STAUFFER Switzerland
Graduate of University of Zurich in Business Administration and Economics. His career documents
outstanding results in designing, implementing and delivering individual and group assessments,
management by objectives, management development programs for banking and service industries in
Europe, the U.S.A. and Asia as well as for management development institutions in Switzerland.
From 1979 with Credit Suisse, he led the bank's Development Center in Zurich, then took
responsibility for the management development programs for executives with a focus on banking and
marketing / selling. During 1986/87, he enhanced his experience in financial and portfolio
management in New York. For Swiss Bank Corporation, Ernst STAUFFER was a leading member of
the project team charged with designing and implementing international management development
programs for senior executives, and performed as a program director and senior management trainer
in the years from 1988 to 91. Starting in 1992, he headed human resources development at the
international division of the bank and implemented and conducted assessment centers and
development programs in Europe, the U.S.A. and Asia.
Over several years, he acted as an international expert on project management in development
projects. Two such projects were: a Sino-Swiss cooperation in Beijing and the Swiss-Slovene
MASTER project in Ljubljana. Ernst STAUFFER is also an active lecturer in business administration,
corporate management, organisation and project management at higher continuing-education
institutions for senior managers in Zurich and Bern, Switzerland.
Barbara TUCKNER U.S.A.
Is an organization development consultant and has worked with several companies, organizations and
schools on issues related to leadership, learning, teaming and gender.
Prior to that, she was Associate Director of the Bush Educational Leaders' Program, an innovative
leadership program at the University of Minnesota.
She earned a B.S. and an M.A. in Education from the University of Minnesota and her Ed. D. at the
University of St. Thomas.
She has worked in a school district as a youth employment coordinator, on a university campus as a
teacher and administrator, and for various organizations as an adventure trip leader, naturalist, writer
and program designer.
She has done considerable work on topics related to experiential education, was convener for the
International Conference of the Association for Experiential Education (AEE) and, has worked with the
Voyageur Outward Bound School's professional development program.
She currently instructs for the Carlson School of Management at the University of Minnesota; the
Management Center and the Educational Leadership and Executive MBA Programs at the University
of St. Thomas; and Integrative Learning Corporation in Singapore,Malaysia and Indonesia.
Domien VAN GOOL sr Belgium
Domien Van Gool is the originator of the LEADER ACADEMY® and the first to introduce Henri Nelson
Wieman's philosophy of Creative InterChange® to the European business world.
A graduate in Communication Sciences, he earned his hands-on experience with such industry
leaders as Bauknecht, Rank Xerox and Avon.
His keen interest in making things happen, and in translating leadership concepts into pragmatic
applications, led him into the field of Leadership Development and eventually into Leadership
Consulting.
He has lectured throughout Europe and the USA. On behalf of the China Training Centre for Senior
Personnel Management Officials, he led the April sessions on Leadership in their 1996 Management &
Leadership Program in Bejing.
Together with his partners, he coordinates and constantl y develops the LEADERACADEMY®, an
intense leadership development process for executives.
In the last 20 years, the LEADERACADEMY® has developed executives and executive teams in both
public as well as incompany settings, from companies like Black & Decker, ICL/FUJITSU, Ericsson,
Raychem, Noord Natie , NÆSS Shipping, KPMG, GAK Holland, ISS, Partek Ergon, CHEP Benelux,
ORACLE, SVIANED, ASZ , COMMIT InformationSystems, DURACELL, VALMET AUTOMATION
(Finland) , AEX / EURONEXT, RAET, COMPAQ /HP, UNIVE, PSP Philips Speech Processing
(Vienna), MTN South Africa, VMMa (Flemish Television), Mobistar .. a.o.
Prasad KAIPA, Ph.D. USA
Prasad Kaipa is the founder and CEO of SelfCorp, a web-assisted leadership development company;
the managing director of the Mithya Institute for Learning & Knowledge architecture, a research based
management consulting firm; and is an adjunct professor at the Saybrook Graduate School. The
Mission of SelfCorp is to align individual and corporate direction and bring more effectiveness and
value to individuals and organizations.
Prasad is passionate about integrating spiritual and practical perspectives to work and life. As one of
the three founding directors of the Foundation for Human and Economic Development (Foundhed), he
is clear that spiritual and economic developments have to go hand in hand. Foundhed is working on
exploring different approaches to dialogue, conflict resolution and peace, and sponsored several
meetings in USA, India and Pakistan to bring peace to Indian Subcontinent.
At SelfCorp, Prasad is developing approaches and tools that allows executives to ‘map the genetic
code of organizations’ so that they can ‘re-wire’ their organizations for superior performance. These
tools can also be used for mapping future scenarios, assess success factors in mergers and
acquisitions as well as for developing personal strategies. Cisco and HP have worked recently with
Prasad in developing knowledge business models for creating a new business and in coming up with
unique, brandable product design that is consistent with their culture. Prasad worked with Boeing,
Ford, Sun, Quaker Oats (Pepsi), Navigation Technologies, BAE Systems, Mastek, Pacific Bell among
others in developing the areas of leadership development, cultural integration, executive coaching,
strategic thinking and knowledge creation.
As a senior manager in the Apple, Prasad was asked to create an educational menu for Apple
technical staff using innovative learning approaches. Later, as a research fellow in Apple University,
with a charter to help design ‘a learning processor that augments human intelligence,’ Prasad
interviewed high achievers and exceptional people researching how people learn and ‘unlearn.’
Prasad originally got his doctorate in Physics and helped build an international radiation research
laboratory in the University of Utah with Dr. Ed Haskell (1981-87). Prasad also worked as an
educator/researcher (Saybrook Institute 1994-), as an international product marketing manager (198788) and a technology advisor (1988-89) (Apple) and received several awards for his contributions.
Athena Interactive released three award winning CD-ROMs for leaders based on his learning interface
concepts and his pyramid building (thinking in three dimensions) methodology. Prasad is currently on
the board of directors/advisors for Aankhen inc., Intertec Communications, Spirit of India.com,
Partnerships for Change, Athena Interactive, Communities for the Future, DannemillerTyson
Associates, Chinmaya Institute of Higher Learning and Gatherings for Ecoculture.
Prasad’s book ‘Discontinuous Learning: An Executive’ is scheduled to be available in the fall of 2001
through Vinayaka Media, Palo Alto, CA. Many of his articles, book, pyramids and tools are available
on the Internet and the URL is http://www.mithya.com. Selfcorp is building its website for web-based
leadership development and the URL is http://www.selfcorp.com.
Prasad is married to Dr. Vinoda and has two kids Pravin (15) and Vidya (11). He enjoys exploring and
dialoguing on spirituality in business issues, listening to Carnatic music and playing carroms and
tennis.
Hans FRINTS The Netherlands
After 15 years as a consultant to senior management in the professional and financial services sector,
Hans Frints has founded Energy4Change, a consultancy in organizational and personal change and
leadership development.
Words that characterize his way of working with clients are: to consequently think and act from the
overall business per-spective, inter-action, sensitivity, integrity, the will to bring out the best in people
and the ability to build strong professi-onal and personal relationships.
He is good in motivating and inspiring other people. This is expressed by the high degree of
participation of people from the client-organization as a result of which commitment is build into the
process.
Before starting his own consultancy Hans Frints has worked as a senior management consultant with
(Moret) Ernst & Young, Origin Consulting (Management of Change practice) and Molenaar & Lok
Consultancy at which he was a member of the management team and responsible for Human Talent
Management.
His clients have included leading Dutch and international organizations in various lines of industry
such as banking, insurance, manufacturing and government.
Hans Frints holds a degree in Informatics, a post-graduate degree in Information Systems Auditing
from the free University of Amsterdam and a master degree in Change Management. He is a member
of the Dutch Association of Management Consultants (OOA).
Aak LENGKEEK The Netherlands/USA
Drs. Aak LENGKEEK studied psychology during the sixties at the Free University in Amsterdam,
where as an assistant to the Department of Social Psychology, he got deeply involved in the "human
relations training movement".
Educational institutions aswell as industrial organizations started to equip their students and
executives with social skills, acquired on the basis of this learning-by-experience technology.
After he got a master's degree in Social Psychology, Aak LENGKEEK founded his own training and
consulting firm in the early seventies. He worked in this faculty for many Fortune 500 companies and
for the Dutch government. During this period most of his client's issues were centered around "how to
get the most out of employees".
The focus was on developing effective training programs for people management and teamwork. A
hindrance in developing effective programs was the lack of sound and simple theories.
A breaktrhough occurred with the introduction of Situational Leadership (originally known as Life Cycle
Theory of Leadership). Aak Lengkeek was soon recognized as the Dutch specialist in this area and he
made it his challenge to promote this new theory through seminars, training and motivational
presentations.
In the eighties he represented the California based Center for Leadership Studies in the Netherlands.
In 1987 he joined Leadership Sudies International, a global network organization that openend the
doors to the international market.
It did not take Aak and his colleagues long to realize that leadership is more than having people
management skills. Leadership is the ability to envision a beter future for the leader's group or
followers and transform this vision into results. Since this transformation process is done with and
through others, people management skills are certainly im-portant, but just as essential is the creativity
and imaginitive (vision) power of the leader.
Aak met his American wife on a business trip to California, remarried in 1991 and moved to America in
1993 giving his insights another reality test.
Lately his motivation to help leaders change the world for the better has been rekindled.
In 1998 ,he joined the faculty of the Leader Academy.
Ben FURMAN Finland
Ben Furman is a psychiatrist and a registered psychotherapist.
His orientation is brief therapy and more specificly solution oriented brief therapy. He is co-director
(with his colleague Tapani Ahola) of the Helsinki Brief Therapy Institute.
The Insitute trains professionals in solution focused therapy and publishes books, videos, computer
programs and other materials that have to do with spreading information about solution focused
approaches to solving problems and developing communities.
They have developed a few different programmes for parents and educators to deal with the problems
of children and adolesents.
One of these programs is called "The Steps of Responsibility". This program helps parents and
educators to deal constructively and cooperatively with children and youth when they have done
something wrong.
This programme was developed with the national school board of Finland and is available in english
on the internet at www.reteaming.com.
These days Ben works a lot in the field of community development. In fact, he has developed two
different tools for this purpose. One he calls "reteaming". It is a stepwise process for personal as well
as organizational development.. The method is an application of solution focused therapy suited to
meet the needs of people who do not necessary have any kind of problems but do have some
personal or mutual goals they want achieve.
Ben is the author of several books the most recent of which, "It's Never too Late to Have a Happy
Childhood" has become a best seller in Finland.
Marie-Jo BISAILLON Canada/Belgium
Marie-Jo Bisaillon is a Canadian psycho-sociologist with 15 years experience in recruitment, training,
facilitating, management development and coaching.
She earned her College degree in HR at the Edouard Montpetit College and her Baccalaureate in
Psychosociology of Communication from the University du Quebec in Montreal/Canada.
She has been working with the Myers-Briggs Type Indicator since she moved to Belgium 10 years
ago. While working for the Benelux Editor of the MBTI, she designed and led the qualifying training
(train the trainer) and advanced workshop on different applications of this instrument. She also has
extensive experience leading introduction workshops, team building sessions and coaching based on
this model with a wide range of companies throughout Europe. She is currently a faculty with Oxford
Psychologists Press, the European Editor of the MBTI.
Her other activities include the coaching of expatriate partner’s, recruitment, giving 360° feedback to
managers and facilitating other training on communication and team development.
As a senior consultant, she has worked internationally both in French and English with companies in
varied market sectors.
Certified tr ainer in the use of psyc hometric instruments suc h as the My ers-Briggs T ype Indicator , T
he California Psyc hological In v entory (CPI) and the F iro- B ® and she dev eloped and led qualifying
courses in the use of these instruments.
Domien VAN GOOL jr Belgium
Domien Van Gool jr, is relatively new on the training and development scene. During his studies in
physical education, Domien worked for one of the biggest event companies in Belgium, as an
assistant event manager.
Having gained a lot of experience in organizing and planning, he, an avid sportsman, joined the Swiss
Snowboard School, first as a snowboard instructor and later as assistant to the CEO.
As he felt that there was much more out there to be learned, he decided to attend a postgraduate
diploma course in Outdoor Education at the University of Edinburgh, in preparation of a master's
study.
In preparation of his Master's Thesis, he is currently researching how outdoor education can help
people think more creatively and effectively about their own way of operating and acting with(in)
groups, and he is looking at different ways to integrate outdoor experiences in their development to
the benefit of both their work and private life.
His strong interest in the relationship between Creative InterChange and leadership development
brought him to the Leader Aacademy.
He is a certified MBTI practitioner.
Jopie DE BEER South Africa
Dr. Jopie de Beer is a registered clinical psychologist with extensive experience in training and
workshop facilitation. She is Managing Director of the largest privately owned test distributing,
publishing and consulting compan y in Sub-Saharan Africa and she has designed and presented
various workshops serving academic, educational and corporate markets. Jopie consults extensively
with corporate clients, using the concept of emotional intelligence to assist in coaching and personal
development. She also liaises with Universities in joint ventures of academic research on tests and
testing in Southern Africa, including various BarOn EQ-i products and the value of the BarOn EQ-i in
combination with the Myers Briggs Type Indicator.
Jopie is based in Johannesburg, South Africa. She is certified in the BarOn EQ-i, BarOn EQ- i:YV ,
EQ-360, MSCEIT , and Qualified Trainer Certification instruction.
If you wish any further information about the LEADER ACADEMY process, please contact :
dvangool@leaderacademy.com
Tel: +32 - 495 544 664
Tel: +27 - 833 064 664