An organisation can spend millions of dollars training its leaders in horizontal skills and knowledge, but it’s a poor investment unless it’s preceded and supported by vertical growth.
An organisation can spend millions of dollars training its leaders in horizontal skills and knowledge, but it’s a poor investment unless it’s preceded and supported by vertical growth.
While improving horizontal competencies may require repeated practice, it typically requires no growth in self-awareness or self-regulation.
Many leaders don’t realize that letting conflicts circulate quietly shifts accountability—and trust erodes until clarity is restored.
The Growth Matrix explains why skills alone don’t change behaviour. It shows how vertical growth and self-awareness help leaders move from reactive habits to values-based action, driving sustainable change.
Great leaders know they must take accountability for their behaviour. However, many leaders can miss the fact that there are two sides of accountability.
Values are statements of our highest cultural aspirations. However, for organisational values to be truly meaningful, they must be translated into observable behavioural commitments.
Reacting to our emotions puts us in a state where we are neither thinking clearly nor acting consciously. With self-awareness, we can access a calmer, more conscious state while completely accepting our emotions.
Developing as a leader is about cultivating our inner strength to stay true under fire, to ask questions we don’t know the answer to, to stay balanced when our world is turning upside down, to stay kind and respectful when the heat of anger and frustration are...
The basis of leadership is trust. In his book The Speed of Trust, Stephen M. R. Covey explains, ‘Trust always affects two measurable outcomes: speed and cost. When trust goes down, speed goes down and cost goes up. This creates a trust tax. When trust goes up, speed...
In their book The Leadership Challenge, Jim Kouzes and Barry Posner explain that, ‘Leadership begins with a belief in yourself and continues only if other people believe in you.’ To believe in you, people have to know (1) who you are and what you stand for, and (2)...