Vertical development in leadership encompasses the advancement of several key areas, each integral to fostering the capabilities required in today's complex and dynamic business world. Let's explore these areas and their significance:
Central to vertical development is the growth in self-awareness. It involves a deep understanding of one’s strengths, challenges, mental models, values, tendencies, and the impact one has on others. This awareness is critical in vertical development, as it helps leaders to recognise when their current way of thinking may be limited and to seek out new perspectives and approaches.
To illustrate the concept of "growing vertically" in self-awareness, let's turn our attention to Emily - a character who might resonate with many in the corporate world. You may even find parts of your own professional journey mirrored in hers. Emily is a seasoned manager known for her technical expertise and her knack for meeting tight deadlines.
On the surface, Emily's leadership style seems effective, but it masks underlying issues. She's always on the go, perpetually juggling tasks, and often working late into the night. Her belief that "If I don't do it, it won't get done properly" has made her an indispensable part of every project, but at a cost.
Her interactions with her team, though efficient, lack depth. She's often preoccupied, thinking about the next task even when conversing with her team members. This has led to a work culture that's high on delivery but low on innovation and collaboration.
Emily's mindset - a mix of feeling indispensable and a lack of trust in her team's autonomy, leads to her feeling constantly overwhelmed. She often thinks, "there's too much on my plate, but I can't afford to delegate," which not only affects her well-being but also stifles her team's potential.
Vertical development challenges Emily to reconsider her approach to leadership. She needs to take a step back, become more self-aware, and then embark on a journey of deep personal transformation.
This process enables someone like Emily to lead with insight and a broader perspective, moving away from a confined and often unrecognised mindset.
By engaging in regular self-reflection, seeking feedback from peers and mentors, and keeping a leadership journal to track her progress and insights, she starts to delegate not just tasks but also trust and responsibility, shifting her focus from doing everything herself to empowering her team. This transition isn't easy, but it's necessary for her growth as a leader.
As leaders grow vertically, their cognitive abilities also evolve.
They begin to think in terms of systems, understanding the complexity and interdependencies within their organisations and the broader environment. Their strategic thinking capabilities mature, enabling them to envision long-term implications and systemic outcomes of their actions.
Critical thinking becomes more nuanced, as they learn to consider multiple perspectives and weigh different options more effectively. A prime real-world example of a senior executive who embodies this trait is Indra Nooyi, the former CEO of PepsiCo.
Under Indra Nooyi's leadership, PepsiCo not only thrived as a business but also made significant strides in integrating broader, systemic thinking into its strategy.
Nooyi championed the "Performance with Purpose" initiative, which redefined PepsiCo's approach by focusing not just on financial performance but also on sustainability, health, and social responsibility.
This initiative exemplifies cognitive complexity in several ways.
As leaders ascend to higher echelons of responsibility, their emotional intelligence becomes a pivotal factor in their effectiveness. This is exemplified in the leadership style of Satya Nadella, CEO of Microsoft, whose tenure is a testament to the power of emotional maturity, humility, empathy, and a growth mindset in driving organisational transformation.
Under his stewardship, Microsoft has witnessed a profound cultural metamorphosis, transitioning from a cut-throat competitive environment to one that prioritises empathy, collaboration, and an ongoing commitment to learning.
Nadella's approach embodies emotional maturity, characterised by his ability to manage his emotions and the emotions of others effectively. This is evident in how he handled crises and high-pressure situations, maintaining a calm demeanour and focusing on solutions rather than blame.
Nadella's humility is another key aspect of his leadership. He has been open about his mistakes and learning experiences, which has humanised the leadership at Microsoft and made it more approachable. This humility has fostered a culture of openness and continuous learning within the company.
Nadella’s empathetic approach was particularly visible in his initiative to make Microsoft's products more accessible to people with disabilities, stemming from his personal experiences raising a son with special needs. With empathy, Nadella emphasises understanding the needs and perspectives of both employees and customers. This has not only improved product development but has also created a more inclusive work environment.
Central to Nadella's leadership philosophy is the concept of a growth mindset. This belief in the endless potential for developing skills and capabilities through perseverance and effort is aptly encapsulated in his own words: "Don’t be a know-it-all; be a learn-it-all."
This philosophy isn't just a tagline; it's the cornerstone of his approach to guiding Microsoft. It has galvanised the emotional intelligence of the entire organisation, leading to remarkable innovation and success.
His nuanced understanding of the needs and aspirations of employees, customers, and partners, coupled with his use of growth mindset as a strategic asset, has propelled Microsoft into new realms of innovation and market leadership.
Nadella's approach demonstrates how leaders who evolve not just in their roles, but also in their emotional and psychological capacities, can foster environments of empathy, collaboration, and innovation. This evolution is crucial in today's rapidly changing business world, where the ability to adapt, learn, and understand diverse perspectives is key to navigating complexities and leading effectively.
Enhanced adaptability to change and resilience in the face of challenges are not just outcomes but defining features of vertical development in leadership. This developmental journey fosters a mindset where leaders view change not as a threat but as a fertile ground for growth, innovation, and learning.
They become adept at navigating through adversity, seeing setbacks as opportunities for reflection, learning, and course correction.
This transformation involves actively engaging in experiences that stretch and challenge their existing beliefs, assumptions, and ways of operating. Such experiences are essential for leaders, as they act as catalysts for profound growth, enhancing adaptability and resilience.
A quintessential example of a leader who has leveraged transformative learning experiences to develop resilience and adaptability is Howard Schultz, the former CEO of Starbucks. Schultz's tenure at Starbucks can be viewed as a series of transformative learning experiences that not only shaped his leadership style but also steered the company's trajectory.
Schultz's journey began with a visit to Italy early in his career, where he was captivated by the coffee culture. This encounter profoundly challenged his preconceived notions about coffee and its societal role. Inspired by this transformative insight, he introduced the concept of the Italian coffeehouse to the United States. This move did not merely change the American coffee experience; it revolutionised Starbucks, turning it into a global icon.
However, Schultz's transformative learning did not stop there. Facing criticisms about Starbucks losing its essence due to rapid expansion, Schultz took a bold step to retrain all employees, temporarily closing stores to focus on quality and customer experience.
Throughout his leadership at Starbucks, Schultz consistently sought out and embraced transformative experiences. Whether it was expanding into new markets, engaging with social issues, or evolving the company’s business model, each step was an opportunity for growth and adaptation.
Schultz's journey exemplifies how leaders can develop resilience and adaptability through vertical development.
It also underscores the crucial role of these traits in the dynamic, rapidly evolving business world, where learning from experiences, adapting strategies, and facing challenges with resilience are key not only to individual success but also to the overall success of organisations.
Vertical development is an essential strategy for thriving in today's complex business world. As we have seen, the key areas of vertical development — self-awareness and perspective expansion, cognitive complexity, emotional intelligence and mindset, and resilience and adaptivity — are vital in equipping leaders to navigate the multifaceted challenges they face.
Leaders who commit to this journey of inner growth and adaptation are not only more effective in their roles but also capable of inspiring and leading transformational change within their organisations. To truly excel in this era of rapid change and complexity, embracing vertical development is not just recommended; it's imperative.
For leaders and organisations looking to embark on this transformative journey, ILS offers a range of resources and programs designed to facilitate vertical development. Discover more about how ILS can support your vertical development journey and help you be a future-ready leader for tomorrow's challenges.
Written by:
Jessica Choo, Founder & Chief Strategist of ILS
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