4D Leadership

Competitive Advantage Through Vertical Leadership Development

by Alan Watkins

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Pub Date Dec 28 2015 | Archive Date Feb 11 2016

Kogan Page USA | Kogan Page

Business, Leadership, Finance | Nonfiction (Adult)

Description

The concept of Alan Watkins’ new book 4D Leadership is built around the concept of “vertical development”: when leaders expand their capabilities to see further, understand more, think better, and become more sophisticated and flexible in the way they approach people and situations. Vertical development focuses on being able to think more complexly, systemically, and strategically, whereas horizontal development consists of learning new skills and knowledge. Vertical development, or the fourth dimension, is crucial in today’s volatile, uncertain, complex, and ambiguous business world; without it, leaders will not be sophisticated enough to solve problems of fast-changing and complex businesses. 4D Leadership explains that when it comes to business, there are three dimensions to viewing the world: the objective world of doing, the subjective world of being, and the interpersonal world of relationships. When leaders are proficient in all three dimensions and can move effortlessly between the three, they have achieved 4D leadership. This book sets out to offer a clear framework on how exactly to do this. For each dimension, Alan Watkins explains the related line of development and how to move up a developmental level, unlocking new sophistication, capacity, and ability.

Advance Praise

This is the book I've been waiting for. A genuine game changer."
--John Browett, CEO, Dunelm

Available Editions

EDITION	Paperback
ISBN	9780749474645
PRICE	$29.95 (USD)

Additional Information

Average rating from 6 members

Featured Reviews

John G, Reviewer

Despite the complexity and ambiguity of the world today, we all have the potential to develop as leaders, according to Alan Watkins in his book 4D Leadership: Competitive Advantage Through Vertical Leadership Development. Successful leadership development requires a focus on upgrading our operating system, not just adding-on more ‘apps’ in the form of skills and experience.

Most leaders are fairly competent at the “IT” dimension of leadership (tasks and getting things done), but less competent at the “I” dimension (self-mastery and understanding and controlling one’s own emotions) and the “WE” dimension (relating and communicating with other people). The fourth, or vertical, dimension, involves development in each of the other three dimensions and, according to the author, requires far more than just learning.

The book discusses a number of ways of assessing and developing skill levels in each of the IT, I and WE dimensions. Although I have read a lot of leadership books, most of the frameworks advocated by the author are new to me. Many of them seem very helpful, but I started having some doubts half way through the Leadership Maturity Profile. Apparently only 15% of individuals make the “quantum leap” to the level of Human Being 4.0, the Pluralist, who understands that “truth is culturally conditioned and nothing is ever totally objective”. Even fewer people make it to the more esoteric and mystical levels such as Human Being 5.0, the Alchemist, and Human Being 6.0, Embodied. Those of us who dwell on the lower levels are unable to understand more than two levels above our station, so my scepticism is apparently attributable to my ignorance.

In my opinion the book does contain a wealth of interesting ideas and information, which readers are unlikely to have encountered in other books on leadership.

This book provides a number of interesting and potentially useful frameworks and ideas for leadership development.