In the domain of personal and professional growth, the distinction between vertical and horizontal development tends to be pivotal, particularly as leaders progress in their seniority. Like twin pillars supporting the edifice of leadership, these concepts delineate the breadth and depth of an individual's evolution. However, in the hallways of the corporate world, it's often the horizontal strides that capture the most attention, while the vertical ascent remains obscured in the shadows. In this short article, we will try to briefly address this complexity, advocate for an integrated approach, and make a case for why leaders who wish to be more effective would benefit from answering the call of vertical development.
Let us first take the time to distinguish between these two dimensions. Horizontal development refers to the additional acquisition of skills, knowledge, and competencies within existing frameworks. It's akin to expanding the breadth of one's chosen profession by mastering new tools and techniques that help better navigate the terrain. Consider the journey of a seasoned executive, let's call him Amir, who has diligently climbed the corporate ladder through successive promotions and professional certifications. With each level ascended, Amir has expanded his skillset, from mastering financial analysis to honing negotiation tactics. He's adept at designing spreadsheet models, conducting market research, and crafting persuasive presentation decks. His horizontal growth is evident in his ability to execute tasks with precision and efficiency, earning accolades from peers and superiors alike.
Conversely, vertical development goes beyond the confines of skill acquisition, delving into the realms of mindset and consciousness. It is an ascension in an individual's perspective that typically impacts their conception of ideas and their understanding of the complexities of the world through elevated discernment, empathy, and wisdom.
Consider Tina, a visionary leader renowned for her transformational impact on organizational culture. Tina did not ascend the corporate hierarchy through linear progression but embarked on a journey of introspection and self-discovery. Through various practices, such as executive coaching and reflective inquiry, she cultivated a deep sense of self-awareness and courageous authenticity. She recognized the inherent interconnectedness of personal and professional growth and embraced vulnerability as a catalyst for learning and growth. Tina's vertical development is evident in her ability to hold paradoxes (polarities), navigate uncertainty, and inspire a collective sense of purpose. When faced with a crisis, instead of resorting to reactive tendencies or common authoritarian dictates, she will deliberately engage stakeholders in meaningful dialogue, drawing upon diverse perspectives in an effort to co-create powerful solutions. Her approach to leadership transcends transactional impact and fosters a culture of trust, innovation, and collective agency.
To harness the transformative potential of vertical development, I would invite both leaders and organizations to consider some of the following:
As we draw towards the conclusion of this relatively short piece, it's crucial we avoid the classical trap of Binary Thinking: horizontal competencies remain important even, at the executive level of virtually any organization. In fact, one could easily make the case of how rare it would be to encounter successful executives lacking in strategic acumen for instance. Therefore, the true potential lies in adopting an integrated perspective—one that considers development simultaneously through the horizontal and vertical lenses. As leaders progress vertically, their approach to, and demonstration of, key competencies inevitably broadens. Consequently, the pertinent question can then more easily be elevated from "Do our leaders demonstrate competency X?" to "What is the level of development from which they tend to apply competency X?"
So...what does this mean for you as leader?
As you reflect on the dynamic interplay between both concepts, I would invite you to consider the following:
When you have answers, or even suggestions...please share them.
Disclaimer: The opinions expressed in this short article are solely my own and do not reflect the views or opinions of my (former) employers or any other third parties.