[UPDATE: Steve Frazee—the previous CEO of I-I—is doing a series of posts on his Zaadz Blog with the intent of shedding some light on what was actually happening w/ certain projects at I-I while he was there (IU, integral books, Seminars, Coaching, etc.), as well as key management issues. Stay tuned to that blog for his posts, and his perspective on things, if that interests you.]
In an earlier post I started (lord knows I didn’t mean to start an online shit storm) it looks like Steve Frazee—ex-CEO of Integral Institute—found the thread and has left a pretty substantial comment. Here is his comment in full.
Hello all.
A friend sent me this thread today. I thought it was best to write something here. I’ll try to be brief but complete.
First, I’m alive and well and my mother knows where I am. That bit that Tom Armstrong wrote was really funny. I-I’s current offices are an old yoga studio in Boulder and just a small open space filled with used office furniture The idea of my mother wandering around that tiny space carrying a sign is hilarious.
I gave my resignation to Ken and told him I would work through January 31st. I resigned because Integral Institute under Ken’s leadership is not the type of organization that I want to be associated with. Ken’s theories are beautiful and I am eager to see them actualized in an organization and embodied by that organization’s leadership. I didn’t see that happening with Ken. Once I tendered my resignation I was immediately asked to leave. Ken has said complimentary things about my business skills and asked me to stay around consulting. I declined.
Ken has given the world a great gift with his maps. To ask him to be a good leader as well as a genius author may just be too much to ask of one human being. Isn’t his writing enough?
As of the time of my leaving, only one person was fired, and that was Rich Fegley the COO. Rich is a talented businessman and gave service to I-I with enthusiasm and humility for almost two years. Ken fired Rich. Ken and Rich can share their own perspectives on that event.
A number of other people have left or are leaving. The attrition is architected as layoffs, but it is my understanding that all these people desire to leave for the same reasons I resigned, but they should post here for themselves.
I am encouraged that these good people are going “into the world” to both learn and teach. Not much is happening at I-I, so the more Integral and opened hearted people that venture “out there” to offer healing and leadership in this world…well I think that’s a good thing. Ken has suggested that these people are leaving because they were in allegiance with me. It is an insult to suggest the good people that are leaving I-I are doing so for any reason other than it is best for them at this time.
I deeply disagree with Ken on a number of topics in the realms of professionalism, organizational planning and financial management, but the ultimate reason I left is how Ken treats people.
My interest is leading I-I was to quickly bring a number of concepts into reality such as fully functional centers, an annual Integral conference, a salons support plan, best in class web systems and professional financial and project management processes. Tax, legal and other issues needed immediate attention too. Improved staff environment including salary, insurance and suitable workspace took a high priority. Additionally, I was hoping to help I-I become an organization that was known for under-promising and over-delivering.
The Phase 2 plan included a strategy to grow I-I into what I was calling a “world class” institution. We had already begun planning a Multiplex relaunch that would make the website more useable and professional. A new 10,000 sqft office was also being designed. A real board of directions including AQAL seats to insure the quality of the products and services was in motion too. The executive team and staff were really putting their backs into bringing I-I up to a level of sophistication that was/is seriously missing.
Ken has said many times that he did not trust the plan nor understand how the revenue model in the plan was to be achieved. That trust and understanding was critical to making the plan work. In the end, I would say that personality and style conflicts between the builder (me) and the founder (Ken) led to the demise of the Phase 2 plan. The recent massive attrition I believe is due to more systemic leadership and integrity issues at I-I.
In closing, I would say this:
What is it that we expect of Ken that we are not fit to do ourselves? Ken has drawn the map; that is his genius. We should use the map to serve the world. Maybe many of us are using Ken as a reason to not encounter our own power and highest purpose. Ken may never be successful at turning Integral Institute into a healthy and professional organization. Let’s not use his failure as our excuse. I for one will be reading Ken Wilber for the rest of my life and using his work to serve the world in all I do.
Any of you are welcome to contact me at:
steve.frazee@yahoo.com
I will not engage in maligning Ken or mud slinging, but if I can help answer questions and give guidance I would be pleased to do so.
Love and light!
Steve
P.S. – Before simply accepting that this was actually Steve I asked my good friend Paul if all these details were correct and it did indeed sound like Steve. Paul said that the details were right on. Thanks for the clarification Steve!
P.P.S. – I’ve turned off the comments for this post in consideration for Ken’s health, and because I’m not interested in this turning into a shit throwing contest (kind of like a shit-storm, but with more throwing). That being said, I’ve been happy that there has been some conversation around this topic (being close to my heart), and I look forward to seeing how things transpire in the future.
