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    Vertical development in the workplace
    Vertical development in the workplace
    Vertical development in the workplace
    Ebook84 pages35 minutes

    Vertical development in the workplace

    By Bluckert Peter and Thorp Adam

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    About this ebook

    Peter Bluckert is a writer and pioneer in leadership development coaching and facilitation. Working from a Gestalt perspective, he continues to craft a new and radical approach to vertical development practice. In this short book, Peter includes extended chapters on Coaching from a Vertical Lens and Coaching Executive Leadership Teams and also p

    LanguageEnglish
    PublisherPeter Bluckert
    Release dateSep 18, 2019
    ISBN9781916130036
    Vertical development in the workplace
    Author

    Bluckert Peter

    The founder of Courage and Spark®, practice leaders in the vertical development field, Peter Bluckert has created and led four international organisation development consultancies. During a consultancy and coaching career spanning nearly forty years, working with executives and teams from a wide range of private and public-sector organisations, Peter has built a reputation as both a thought-leader and innovative designer of transformational learning experiences. His desire to see improved standards in the field of Executive Coaching led him to join forces with other coaching pioneers and co-found the European Mentoring and Coaching Council (EMCC) in 2000 and he remains committed to this work. Best described as a Practitioner, rather than Academic, he believes that good theory strengthens good practice. Peter is regularly asked to speak at International Conferences and has delivered presentations and programmes in Europe, the US, Asia, The Pacific and Africa.

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      Book preview

      Vertical development in the workplace - Bluckert Peter

      cover-image, Vertical development in the workplace

      Section 1

      Chapter 1. The rationale for vertical development

      Chapter 2. An introduction to vertical development

      Chapter 3. Optimal workplace conditions for vertical development

      Section 2

      Chapter 4. The organisational context as an enabler (and disabler) of vertical development

      Chapter 5. Mapping the developmental journey and stage profiling

      Chapter 6. Executive coaching from a vertical lens

      Chapter 7. Senior team development from a vertical perspective

      Chapter 8. Deep-dive vertical development leadership programmes

      The Courage and Spark© vertical development programme

      Chapter 9. Case vignette

      Further reading and resources

      About the author

      About Courage and Spark©

      Also in the ‘Expand the Possible’ series:

      Section 1

      Chapter 1.

      The rationale for vertical development

      Introduction

      Much of the literature on the ‘what’ and the ‘why’ of vertical development is set within the organisational context, focusing on the developmental needs of leaders in response to the VUCA world. The argument goes like this: due to the rapid pace of change, volatility and uncertainty (V&U), complexity and ambiguity (C&A), leaders are increasingly in over their heads, requiring them to grow bigger minds and develop a higher capacity to deal with the ever more challenging ‘wicked’ problems of our time. Those working closely with leaders as trusted advisors would probably agree with this, aware that many of their clients are struggling, and pointing to the high levels of executive stress as compelling evidence.

      And anyone who works in senior roles in business, public service, political or not-for-profit organisations will recognise this proposition. In fact, anyone who works in any sort of organisation will probably recognise it – as well as millions more who have never worked in one but nonetheless experience life as more complicated and complex. So, we can say that this is an issue for organisational leaders for sure, and this is also an issue for everyone else because previous ways of making sense of things, and ways of reacting, don’t always seem to work anymore. The outer game of work and life has changed, and many people are struggling to adapt to it.

      This short book is part of the Expand the Possible series, written specifically for organisational leaders, emerging leaders, their professional helpers, and indeed anyone working in the organisational context. For those readers interested in the wider application of vertical growth and development in all spheres of life, I point you to my longer book – ‘Expand the Possible: The Gestalt Approach to Vertical Growth and Development’.

      Note: If you’re not already familiar with adult development theory, you may want to begin with the first short book in this Expand the Possible series, ‘A Comprehensive Guide to Vertical Growth and Development’ – an introduction to the field – see www.courageandspark.com

      Embarkation point

      When you read about vertical development, or deeper self-exploration processes of any kind, you might find yourself wondering if the authors are preparing you for an international expedition – an outer-world journey, into new and undiscovered territory. Yet, this is a quite different expedition because essentially, it’s an inner journey – a developmental journey.

      Similar to the outer journeys of life, there are optional and non-optional elements.

      The non-optional part is that life experiences will take you there whether you want to go or not. They already have. The optional element is a question of decision and requires a combination of commitment, and proactivity, and effective support.

      The agenda for vertical development in the workplace:

      To assist organisational leaders manage complexity and change.

      To fast-track high-potential talent, and assist them to develop the capacities they’ll need in senior leadership roles.

      To help current and future leaders consolidate at their current vertical stage of development.

      To help current and future leaders become more balanced across all the lines of personal development: physical; cognitive; emotional; ego maturity; behavioural; impact and connection; and ethical.

      To maximize the power of transformative development to facilitate self-actualisation and fulfil personal and collective potential.

      To minimise the risk that people run out of competence due to not paying sufficient attention to their growth and development.

      To help leaders connect more strongly with colleagues, transform working relationships, and in turn, the larger leadership culture.

      Current and future leaders need all the support and help they can get to meet the demands of their roles and those they will move into, so that there is less likelihood of a mismatch between role and capacity. Helping build new capacities to deal with the ever more challenging and demanding leadership context is a significant part of the remit for vertical development in the workplace.

      Chapter 2.

      An introduction to vertical development

      Horizontal learning and vertical development

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