Chapter 12: Creating Scalable Leadership Development at a Large Company

This chapter illustrates an internal organizational application that has succeeded in achieving some of the developmental goals this book is about. Borrowing language from Palus, McGuire, Stawiski and Torbert’s chapter on the Art and Science of Vertical Development, it elevates the pole of leadership development that is typically submerged in practice. As you will see, it backgrounds theory and foregrounds relevant on-the-job scaffolding to support vertical development in an environment that has been traditionally dominated by horizontal, classroom-based approaches. It emphasizes state experiences over stage transitions, acknowledges the nonlinear messiness of developmental progression, and leverages the power of social connection and authentic relationships as a developmental accelerant.