A Courageous Ascent in Vertical Development
We are all on a journey—a realization that becomes clearer whenever I find myself puzzled by the actions of others. I find this perspective especially valuable in leadership, where the ability to discern both our own path and the journeys of those we lead is essential. Ideally, leaders not only inspire others on a transformational journey but also undergo their own growth in the process. It is a collaborative, holistic endeavor. This journey is one of vertical development—an ascent that I will explore further in this post.
In Rethinking Leadership: A Critique of Contemporary Theories, Anabel Beerel argues that leaders capable of embracing this kind of journey—those with the courage to undergo true transformation—are all too rare. She writes, “Leading people—which is what leadership is about—is a holistic endeavor. It touches all aspects of what makes us human, our history, culture, psychology, emotional makeup, physical strength, belief systems, and intellectual capabilities.”[1] Beerel calls for “leaders who will chart the way, who will provide inspiration and courage, and who will empathize with people’s distresses.”[2]
Beerel presents Rethinking Leadership at the height of the COVID-19 pandemic, a period when it became painfully clear that there was a shortage of truly effective leaders. She asserts, “Crisis always magnifies everything, especially what is ailing.”[3] While the pandemic has subsided, its aftermath continues to shape our lives, both personally and societally. In addition, the world remains deeply affected by ongoing conflicts, such as the Ukraine-Russia war, the Israeli-Hamas war, the Taliban takeover in Afghanistan, and unrest in the Democratic Republic of the Congo, among many others. These crises are ongoing reminders of the profound challenges facing us.
These are times of great uncertainty, and Beerel insists that leaders must “learn to be more comfortable with the unknowable and uncontrollable.”[4] This takes courage. As she puts it, “Courage is one of the most essential requirements of an effective leader.”[5]
As I read Beerel, I was particularly intrigued by the concept of vertical learning[6], a theme that will shape the remainder of this post. I will delve into Beerel’s insights from Rethinking Leadership and explore how they intersect with Ryan Gottfredson’s framework of vertical development in The Elevated Leader.
Regarding vertical learning, Beerel references Cook-Greuter’ theory that, “A key contributor to vertical learning claims that human development evolves in a spiral fashion upward.”[7] Similarly, Beerel writes, “Vertical learning is truly transformative, as it takes the person—and the organization—to a higher stage of being and operating.”[8]
Ryan Gottfredson also addresses vertical development in The Elevated Leader, where he introduces the three levels of vertical development: Mind 1.0, Mind 2.0, and Mind 3.0. Each level represents a distinct internal operating system designed to address specific needs and fears. Gottfredson explains, “Most people primarily operate in Mind 1.0, while most executives and leaders primarily operate in Mind 2.0. Reaching Mind 3.0 is necessary for truly effective leadership.”[9] He emphasizes the critical importance of understanding your vertical altitude.
While I won’t delve deeply into Mind 1.0 or Mind 2.0, I will focus on Mind 3.0, also known as Contribution Mode. Gottfredson identifies three hallmarks of Mind 3.0:
- Emotionally centered and balanced individuals.
- Interdependent thinkers who are neither dependent nor independent.
- A long-term orientation, focusing on sustained impact rather than immediate rewards.
Despite the significance of Mind 3.0, Gottfredson asserts that very few people operate at this level. He estimates that only 1 percent of adults in general and just 8 percent of executives function at Mind 3.0.[10] Anabel Beerel echoes the rarity of vertical learning in adults, asserting that it is a transformative process: “[Vertical development] challenges one to progress to a higher level of cognitive, emotional, and relational complexity, evoking a shift in consciousness and self-understanding.”[11]This transformation extends beyond personal growth—it reshapes how individuals perceive, engage with, and lead in the world around them.
Gottfredson likens vertical development to climbing a mountain, but when I reflect on this concept, a different image comes to mind—the ancient Israelites ascending to Jerusalem. Their pilgrimage was anything but safe. First-century Jewish historian Josephus writes, “Nor was any part of Judea free from war, as bands of robbers lay in wait along the roads, cutting off travelers, whether Jews or foreigners.”[12] Yet, despite the danger and uncertainty, countless Israelites pressed on. They climbed because they knew where they were going and why it mattered.
We are all on a journey, and as leaders, it’s essential to understand where we’re going and why it matters. Beerel draws on Cook-Greuter’s Leadership Maturity Framework, rooted in Jane Loevinger’s ego development theory, explaining, “A key operative component of [Loevinger’s] model lies in what adults see as the purpose of life, what needs they act upon, and what ends they are moving toward.”[13] She emphasizes that leaders, especially in times of radical uncertainty, face immense stress. In these challenging times, effective leadership demands not only a clear sense of purpose but also the courage to navigate complex obstacles. It requires a vision that is bigger than ourselves, one that can inspire and guide others through the journey ahead. Let’s go vertical!
[1] Anabel Beerel, Rethinking Leadership: A Critique of Contemporary Theories (New York: Routledge, 2020), 4, Kindle Edition.
[2] Beerel, 5, Kindle Edition.
[3] Ibid.
[4] Beerel, 14, Kindle Edition
[5] Beerel, 6, Kindle Edition.
[6] Vertical learning is the transformation of how one thinks, feels, and makes sense of the world. It is the development of mental, psychological, and emotional complexity. It creates a new sense of identity and thus a change in ego structure.
[7] Beerel, 380, Kindle Edition.
[8] Ibid.
[9] Ryan Gottfredson, The Elevated Leader: Level Up Your Leadership Through Vertical Development (Morgan James Publishing), 36, Kindle Edition.
[10] Gottfredson, 83, Kindle Edition.
[11] Beerel 379, Kindle Edition.
[12]Flavius Josephus, The Jewish War, trans. William Whiston (London: W. Bowyer, 1737), 4.7.3.
[13] Beerel, 379, Kindle Edition.
About the Author
Elysse Burns
12 responses to “A Courageous Ascent in Vertical Development”
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Thanks for your post Elysse! How can leaders model this vertical ascent while still remain sensitive and connected to the needs of those they are leading?
Hi Ryan, Thank you for the question. I often think about this as I interact with people in North Africa. It has been helpful for me to keep the mindset of each individual being on a journey. This helps me not to expect too much too soon from an individual but to continue looking for growth and potential. I recognize this in Jesus’ interactions with his disciples. It makes me chuckle when I read examples like Matt 16, in which Jesus speaks of the leaven of the Pharisees, and then he has to explain further that he wasn’t referring to literal bread. However, a few verses later, Jesus declares to Peter, “You are Peter, and on this rock, I will build my church, and the gates of hell shall not prevail against it.” This is an excellent example of modeling vertical ascent while remaining sensitive and connected to the needs of those we are leading, and seeing the potential of what an individual can be as they “ascend.”
Hi Elysse, Thanks for your post and focus on the journey of leadership. In the post you spoke to the importance for leaders to discern both their own path as well as the path of those they are leading. How does that manifest in your current context?
Hi Diane, Thank you for your question. Yesterday, I had lunch with local friends, and it’s always interesting to hear their responses when I ask, “How can we improve this city?” I already know the answer, but the response is always, “I don’t know.” There really is a sense of powerlessness here. As a leader, I feel a strong sense of duty to see others empowered and lifted from a mindset of powerlessness. I sense many are stuck in this place on their journey. I want to make sure I am sensitive to their place and help guide them. There is a lot of healing that needs to take place here. I want to be careful not to rush this process.
Elysse,
You write “Gottfredson identifies three hallmarks of Mind 3.0:
Emotionally centered and balanced individuals.
Interdependent thinkers who are neither dependent nor independent.
A long-term orientation, focusing on sustained impact rather than immediate rewards.
You also said that you picture the vertical development as the journey of a pilgrim on his or her way to Jerusalem.
Looking at the Psalms of Ascent, Psalms 120-134 if you were to read just one, what hallmarks of Mind 3.0 are present in the psalm?
Hi Jeff, Thank you for this question. My “kneejerk” response is to choose Ps. 131, “O Lord, my heart is not lifted up; my eyes are not raised too high; I do not occupy myself with things too great and too marvelous for me. But I have calmed and quieted my soul like a weaned child with its mother; like a weaned child is my soul within me. O Israel, hope in the Lord from this time forth and forevermore.” From this chapter, I picture a leader who has learned the benefits of humility, learned to be a non-anxious presence, and maintains an eternal perspective and trust in God.
Thank you, Elysse for your post. From your post, I gathered three essential elements which are, ascending, knowing the destination, and the reason, or why it is important. I like the way you use the Jewish ascending to Jerusalem as an example.
The destination and why it matters is kind of easy to apply to ones leadership, but could you give and example of ‘ascending’, or ‘climbing?’ Thank you.
Hi Noel, Thank you for the question. When I think of an ascent or climbing, I also think of growth. We would not expect a novice climber to reach the top of Mt. Everest, but experienced climbers who have prepared and trained can make the ascent. But there is still a risk! In considering leadership, those categorized as Mind 1.0 are still at the mountain’s base, whereas those who possess Mind 3.0 have climbed to the top. The preparedness, experience, and effort have been made. There is no shame in being at “base level,” but I believe there is significance in an individual’s efforts to grow and continue upwards.
Elysse, I can ascribe to the call for ascent.! You highlighted Beerel’s concept of vertical development and true transformation requires leaders to develop higher cognitive, emotional, and relational complexity. What would you recommend to leaders for vertical development in their personal and professional growth?
Hi Daren, Thanks for the question. I recommend that leaders enroll in the Doctor of Leadership in Global Perspectives program at George Fox University. No, I realize this is not for everyone. However, I recommend that leaders find a way to get out of their comfort zones and keep finding areas where they can grow. I think this looks different for everyone, but the key is getting out of our comfort zones. In my current context, this means learning the local dialect of the country. I sound like a fool when speaking this dialect of Arabic, but the more I know, the less intimidated I am by the culture, and the more I can remain a non-anxious presence amid chaos.
Hi Elysse, thanks for your post. You always bring in great sources to add to the content of your post. I am intrigued by Mind 3.0 and the scarcity of leaders that can operation in this realm. Of the three characteristics, which one most resonates with you or which one do you most struggle with?
Hi Christy, Thank you for this question. I resonate most with a long-term orientation. Africa has taught me the beauty of not rushing things and the importance of intentionality. The Lord reminds me to be faithful to each day and maintain an eternal perspective. However, I struggle most with being emotionally centered and balanced. Responsibility ranks very high on my top five strengths but can weigh me down if I am not careful. If I am unbalanced about this, I am an anxious mess. Unfortunately, if I succumb to anxiety, I don’t steward my days well, and I lose sight of my eternal perspective. I am happy to report that I am growing on this journey.