My associates have challenged me to get on paper how it is that our Leadership program produces leaders that are head and shoulders above any other leadership program.  We are dealing in an area rarely frequented by today's top leaders.

The crucial element lies imbedded in the relationship of the leader with followers and vice versa.  The leader must be competent in forming, developing, and

maintaining her relationship with them.  She must be competent herself and develop a similar competence in those who follow.  We teach this competence.

First, the prospective leadership participant must demonstrate to the staff of Camelot, a basic competence in PCA skills (Person Centered Approach).  And she must be ready for advanced relationship work. We know that work gets done through relationships, whether leadership, management,

supervisory or peer.

She must know for herself what a follower is.  What a person is?   a self?   Basically there are two positions:

1.  A human being is natural only.  Which means that people  have no spiritual part.  We are physical only  For example, if we look at a cup, our brain can apprehend it, feel it, taste it, see it, smell it or hear it.  In this case moral

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In 1992, a "recession" was in full force.  Due to the defense contractor downsizing in Southern California the job market for engineers was rather bleak.  I was working as an electrical engineer at a commercial high tech company and was very unsatisfied with my position. 

I was traveling a lot and not getting paid enough to compensate for the disruption of my life.  The time I had in town had not produced any job opportunities.  I had been a personal friend of the Meadows family for a number of years but all I knew about Camelot was that they did management

and leadership consulting.  I tried to get my company working with Camelot because I hoped that might make my work environment more tolerable.  However, my company wasn't interested and I was unable to convince them of the benefits of Camelot's

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