New Marketing Trick Unveiled
Vertical Development Theory, designed by left-brainers!
Introduction:
In today’s leadership world, vertical development has become a buzzword, hailed as a revolutionary approach to transforming leaders’ mindsets. But is this truly a new concept, or just old wisdom repackaged? As we dig deeper, we may find that what’s being touted as groundbreaking has roots in ancient insights about balance, consciousness, and the mind.
They’re talking about a fundamentally different approach—but is it really? I don’t think so. While horizontal development focuses on adding new skills, knowledge, and competencies, vertical development aims at transforming mindsets and mental models.
Vertical development, as a concept, emerged in developmental psychology and leadership circles in the 1970s and 1980s. Scholars like Robert Kegan, with his constructive-developmental theory, and Jane Loevinger, with her stages of ego development, laid the groundwork for this approach. Later, in the 2000s, it gained traction in leadership as organizations sought ways to help leaders move beyond mere skill acquisition to true perspective transformation. Researchers like Bill Torbert, creator of the Leadership Development Framework, and Jennifer Garvey Berger, who focused on adult development in leadership, helped popularize vertical development.
“Traditional training often fails to create the deep mindset shifts needed to navigate complex, rapidly changing environments.”
The distinction between horizontal and vertical development became clearer as organizations recognized this gap. Vertical development thus became associated with expanding leaders’ capacity to handle ambiguity, complexity, and interconnectedness—rather than simply adding skills.
In my opinion, this is old wine in new bottles. In ancient times, spirituality and materialism were balanced—if not more spiritually inclined. Today, however, our thinking has become increasingly left-brained. For decades, everything we consume has reinforced this left-brain dominance. Why? That question alone takes us deep down the rabbit hole.
“The need for balance between the left and right hemispheres—what I call ‘Bridging Minds’—is becoming critical in addressing the major challenges we face today.”
However, this so-called “new” approach to vertical development is largely a construct of left-brain thinkers, framed in terms of models and systems, reflecting its analytical roots. As gifted individuals, many of us are natural conceptual thinkers, more inclined toward right-brain processes—even if we’re often perceived as left-brained. But true understanding of the other side requires a profound shift—something that doesn’t come easily.
In my experience as a coach, most people aren’t willing to take a deep dive; they’re often looking for quick, easy fixes. But as we know, real transformation happens inside. It only unfolds when we allow it and can withstand the pressures of everyday life: paying the mortgage, keeping up with car loans, and fitting in with neighbors and colleagues. Our society has drifted so far into this surface-level existence that I can’t help but ask—are we already too late?
“True transformation can only be led by those who understand consciousness and our place in the universe.”
I see it more and more, and it’s reaching dramatic proportions: Many managers are not really leaders. They can’t stay calm in the eye of the storm. They struggle to ground themselves and often don’t seem able—or willing—to stay true to their own values, assuming they even know what those are.
Where’s their ability to trust, to breathe, to relax, or to genuinely believe in the process of creating something real?
In my view, this transformation requires a profound connection to consciousness and our place in the universe. Frankly, many who established this so-called new approach—and even many coaches today—don’t grasp this depth. It takes years of study, training, and reflection to guide others toward this deeper transformation. Without this foundation, we risk mistaking models for meaning and missing the true essence of vertical development.
Conclusion:
Vertical development isn’t new—it’s a reawakening of ancient wisdom about balance, depth, and understanding our place in the greater whole. For those willing to commit to a genuine journey, it offers the potential for profound change. But true vertical development requires more than adopting models; it demands a deep inner transformation led by those who truly grasp the essence of consciousness and connectivity. Only then can we hope to bridge the divide and find solutions for today’s complex challenges.
My clients are exceptionally talented professionals who don’t need more knowledge, courses, books, or templates. They are ready to cross the bridge with someone who has been there and back—someone who can reach the core of who they are and the extraordinary gifts they offer, with ease and grace, in just a week or two.
Short Note
I offer specialized coaching, training, and strategic assignments tailored to individuals and organizations seeking to unlock their full potential. Whether you’re navigating leadership challenges, exploring personal growth, or handling complex projects, I bring over 25 years of experience to guide you through transformation.
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Good piece! As always, the internal struggle on how to live in such a world becomes, on one end incredibly clear to me - and I feel filled with motivation to be a part of that (re)evolution - and on the other end a real downer - especially when I care too much about other things then myself.
Howdy! Now that you've published this, I'll hold on the article I was writing. Let me know what kind of questions and response this triggers. I'll write something that complements and focuses on the outcome of what happened because a professional or gifted adult sought coaching help or tried to learn and implement Vertical Development stages on their own. I'm the storyteller, not the coach.