Psychological Flexibility is the missing part of Psychological Safety. It equips each person to make use of the safety that has been created.
What’s the difference between psychological safety and psychological flexibility? Psychological flexibility makes psychological safety work.
Psychological flexibility is critical for leaders and organisations. It transforms cultures, enables change and enhances leadership skillsets.
Vertical development is uncomfortable work.
Vertical Leadership Development requires careful scaffolding to facilitate the personal journey of change that each leader will undertake.
Vertical development is not a universal solution to every development need. So when is vertical development actually right – for an individual, and for the organisation around them?
Psychological safety isn’t enough — here’s what it misses You’ve invested in building psychological safety. You wanted it to drive innovation, improve decision-making, reduce failure, and enhance retention. Did it? For some organisations, probably. For most, it’s more complicated than that. The problem with initiatives aimed at building psychological safety is that
Vertical development develops the whole of the rich and complex individual, and frees them up to be the leader they already are.
Vertical development develops a leader’s psychological flexibility, allowing them to dive deeper into who they are, and how they think and act as leaders.
Vertical development is about developing deeper, more comprehensive and complex ways of making sense of and operating in the world.
