Navigating the Depths and Breadths of Growth: A Leader’s Guide to Horizontal and Vertical Development

In the ever-evolving landscape of professional growth and learning, two concepts have profoundly shaped my journey from the disciplined arenas of military service to the dynamic realms of Fortune 500 consulting and professional sports team management: horizontal and vertical development. These methodologies are not just academic terms; they are the lifeblood of effective learning and growth. In this exploration, I delve into how these approaches have not only underpinned my career but also reveal their intrinsic power in shaping the leaders and innovators of today. Join me as we unravel the tapestry of these concepts, examining their assumptions, interplay, and the profound impact they have on workplace learning in our quest for excellence.

My Experience with Horizontal and Vertical Development

Horizontal development was a constant throughout my military service; in fact, it is the foundation upon which military training is based. In training, this took the form of acquiring specific skills, tactical knowledge, and competencies – essential for immediate tasks and survival in high-stakes environments the military had seen before. For instance, mastering weapons systems and tactical maneuvers is crucial to mission success. While it creates a competent soldier, it also inherently rewards an obedient one – a concept I explored in depth in my book, A Light in the Darkness: Leadership Development for the Unknown.  We often confuse obedience for discipline in the military, and that is a lethal mistake.  Obedient soldiers do something because they are worried about the consequences of not doing it.  Disciplined soldiers do something because they believe it is right, regardless of the consequences.  This distinction matters in combat, and it matters in how we structure people’s learning.

In working with professional sports teams, horizontal development manifested in enhancing players’ physical abilities and technical skills. Developing specific competencies that contributed directly to their performance on the field was akin to soldiers mastering individual skills critical for their roles.  Again, the skill alone does not satisfy a challenge where your opponent has a vote.

While essential for building specific capabilities and skills, horizontal development inherently carries limitations, particularly in its applicability to future, unforeseen challenges. This approach focuses on equipping individuals with the tools and knowledge to tackle known problems effectively, enhancing their capability within a defined scope. However, this method often falls short when encountering novel situations or complex issues that deviate from past experiences. I saw this firsthand in combat. 

We had soldiers who knew how to defeat an enemy in a tank but didn’t know what to do when the enemy was in and among the people the soldiers were trying to protect. In essence, while horizontal development prepares us to solve yesterday’s problems proficiently, it does not inherently foster the innovative thinking or adaptability required to navigate uncharted territories or solve problems yet to emerge. This gap between existing capabilities and the demands of unforeseen challenges highlights the critical need for an approach that not only imparts knowledge and skills but also cultivates the ability to think creatively and adaptively and solve problems never seen before and in the face of the unknown.

Vertical Development and Its Implications

Vertical development has been a transformative aspect of my growth as a person and a leader and has completely changed how I look at development holistically. As I ascended through the ranks in the military, my role evolved from executing tasks to conceptualizing strategic operations. I faced a thinking and adaptive enemy and had to think “ahead of them.”  This shift required new knowledge and a new way of thinking – considering unique and complex systemic issues and making decisions with far-reaching implications. It was about adapting and evolving my cognitive abilities to meet the demands of significant leadership roles and more challenging problems.

Vertical development involves understanding team dynamics, motivational strategies, and leading through influence rather than authority; it is less about acquiring new skills and more about problem-solving.  In the military, it was about developing a more sophisticated perspective on leadership, teamwork, and organizational culture.  In short, vertical development calls upon us to think and then apply.  This development allows us to take foundational knowledge and apply it in new and unique ways.

Assumptions Underlying These Approaches

Horizontal development is predicated on the assumption that skill and knowledge accumulation directly correlate with improved performance. It’s a linear approach where the learning process is quantifiable and tangible.

Conversely, vertical development is based on the assumption that true growth involves a fundamental transformation in how one perceives, interprets, and responds to their environment. It’s a non-linear process that emphasizes the importance of cognitive and emotional growth in dealing with complexity.

Contradictory or Complementary?

These approaches, while seemingly contradictory, are, in fact, complementary. Horizontal development provides the foundation, the ‘tools’ needed for immediate tasks and roles. Vertical development, on the other hand, equips individuals to utilize these tools effectively in new, complex, and dynamic environments.

One possible dilemma is the undervaluation of vertical development due to its less tangible nature, leading organizations to focus predominantly on horizontal development. This can result in a workforce that is skilled but potentially ill-equipped to adapt to changing circumstances or think strategically.

Best Approach for Today’s Workplace Learning

A blended approach that integrates horizontal and vertical development is essential in today’s rapidly changing and complex organizational landscapes. The dynamism and uncertainty of the modern workplace require individuals to continuously acquire new skills (horizontal development) while also evolving their thinking to navigate complexities (vertical development).

The key is to create learning ecosystems where both types of development are valued and fostered. This means providing opportunities for skill acquisition and competency development while also creating environments that challenge and stimulate higher-order thinking and perspective shifts.

In learning and development, outcomes-based training has emerged as a pivotal approach, aligning closely with horizontal and vertical development methodologies. This strategy focuses on the end goals or outcomes of the training process, ensuring that each learning initiative is purposefully directed toward achieving specific, measurable results. It’s about connecting the dots between the training provided and the tangible results expected, whether in terms of enhanced skills, improved performance, or evolved capabilities.

When integrated with horizontal and vertical development, outcomes-based training creates a powerful synergy. For horizontal development, this approach ensures that the acquisition of new skills and knowledge directly contributes to the immediate objectives of an individual or organization. For example, a training program to improve team communication in a corporate setting should be measured against specific outcomes, such as increased project efficiency or reduced conflict incidents. In a military context, the effectiveness of tactical training can be gauged by enhanced operational performance or increased mission success rates. The key is to ensure that the horizontal development aligns with clear, actionable outcomes that benefit the individual and the organization.

On the vertical development front, outcomes-based training takes on a more nuanced role. Here, the outcomes are often related to long-term growth and transformation. The objectives may include enhanced decision-making abilities, improved leadership qualities, or the capacity to think strategically in complex situations. For instance, in leadership development programs, the outcome might be a leader’s ability to successfully navigate organizational change or lead a diverse team through a challenging period. These outcomes are less about immediate tangible results and more about the long-term evolution and growth of the individual.

By focusing on outcomes, both horizontal and vertical development can be more strategically aligned with an individual’s career trajectory and an organization’s overarching goals. This approach ensures that learning and development efforts are not just activities to be checked off but are integral parts of a journey toward achieving specific, valuable ends. It’s about creating a clear roadmap for growth and development, where every learning initiative is a step towards a defined goal.

Conclusion

As we navigate the intricate dance of horizontal and vertical development, it’s crucial for leaders to embrace a balanced approach in cultivating a workforce adept at both skill mastery and adaptive thinking. Here are some tactical tips for leaders looking to integrate these concepts:

1. Foster a Culture of Continuous Learning: Encourage your team to constantly seek new skills (horizontal development) while also challenging them to think critically and adaptively (vertical development).
2. Create Diverse Learning Opportunities: Offer training programs that focus on skill acquisition and competency development, but also include workshops and discussions that stimulate higher-order thinking and perspective shifts.
3. Implement Outcomes-Based Training: Align learning initiatives with specific, measurable results. Ensure that each training session contributes not just to skill enhancement but also to the broader objectives of your organization.
4. Encourage Reflective Practice: Create spaces for your team to reflect on their experiences, encouraging them to draw connections between their learning and real-world applications.
5. Set the Example and Lead: Demonstrate both horizontal and vertical development in your leadership style. Show your team how you continuously acquire new skills while also evolving your thinking and strategies.

By integrating these approaches, leaders can create a dynamic and resilient workforce, capable of thriving in today’s complex and ever-changing professional landscape. Remember, the journey of learning is as important as the destination, and as leaders, our role is to guide our teams through both the depths and breadths of this journey.

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This first appeared in The Havok Journal on February 2, 2024.

J.C. served in the U.S. Army as an infantry officer for 20 years, primarily in special operations and special missions units with more than 11 combat tours. Since retiring from the military, JC has brought his innovative and unconventional thoughts on education, leadership and resiliency into the private sector, consulting with Fortune 500 companies, the NFL, NBA, NCAA and professional sports teams including the Denver Broncos, Carolina Panthers and the Charlotte Hornets.

He holds a Masters Degree from the Naval War College and was a Senior Fellow in the Service Chief’s Fellowship at the Defense Advanced Research Projects Agency (DARPA).

He has earned 3 Bronze Stars, 3 Meritorious Service Medals, a Joint Commendation Medal, and  the Order of Saint Maurice. He is a Liberty Fellow, a part of The Aspen Institute and the Aspen Global Leadership Network.

As the Voice of the Veteran Community, The Havok Journal seeks to publish a variety of perspectives on a number of sensitive subjects. Unless specifically noted otherwise, nothing we publish is an official point of view of The Havok Journal or any part of the U.S. government.