Leadership

This book was my first introduction to vertical development. The book starts with the following premise: “in an ordinary organization, most people are doing a second job no one is paying them for.” The book introduces you to three organizations that are doing things differently. They point the way to a qualitatively new model for people development. Imagine finding yourself in a trustworthy environment, one that tolerates – even prefers – making your weaknesses public so that your colleagues can support you in the process of overcoming that. You’re imagining a deliberately developmental organization.