Introduction PART ONE The objective world of 'doing' ('IT') 01 The escalating leadership challenges in the VUCA world Business then compared to business now The swing to shareholder value Disastrous shift from real market return to expected future return Technological acceleration The risk and the opportunity in the VUCA environment Consequences of 1D emphasis on 'IT' dimension The responsibility virus 'Buckeroo management' 02 Vertical development in the 'IT' dimension The performance curve Performance management is hampered by the mis-measurement of talent Common pitfalls in assessing leadership behaviour Vertical development of the behaviour line of development The 11 performance-driving behaviours Level of competency within the 11 behaviours Developing performance-driving behaviours and behavioural constructs Increasing effectiveness in the exterior world of 'IT' Active pressure and polarity management Holacratic or effective governance Network analysis Action steps PART TWO The subjective world of 'being' 03 Vertical development of the 'I' dimension The integrated performance model Leadership is an inside job - the power of 'I' The role of physiology on leadership Coherence as the vertical development springboard How to cultivate your interior world of 'I' Physical skills Personal skills Identifying your purpose The appreciation skill Action steps 04 The untapped potential of adult maturity Identity and the disease of meaning The road to salvation: forget, distract or mature? Adult ego maturity Child to adult to mature adult The leadership maturity profile (LMP) Focus on what matters Action steps PART THREE The inter-personal world of 'relating' 05 Vertical development of the 'WE' dimension We are defined by our relationships Relationships are tough Spiral dynamics and the evolution of value systems Using spiral dynamics to better understand yourself and others How to cultivate the interpersonal world of 'WE' The MAP skill Appreciation of others' skill Action steps 06 The secret of successful relationships in the 'WE' dimension Perspective taking Ego maturity and perspective taking Why 2nd person perspective is so rare Getting into 2nd person perspective Leadership behaviours and perspective taking Team development Effective feedback Intention and impact The MAP skill and relationship cache Dimensions of feedback Customizing the feedback Network analysis revisited Action steps Conclusion References Index.