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.
Through self-awareness we can better observe our underlying conditioning and the emotional avoidance creating poor behaviour, then self-regulate in real time to consciously choose values-aligned behaviours.
Many leaders don’t realise that inconsistent action quietly erodes trust, and aligning daily choices with stated values shifts influence and credibility.
Identifying one’s values is key to becoming consciously developmental while fostering psychological wellbeing, both of which are foundational to achieving a self-examining or transformational mind.