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Vertical development of leaders Training

Vertical development of leaders

12 months / 192 hours
«Leaders are made, not born,
and how they develop is critical for organizational change».
Bill Torbert

Day after day, the modern world generates such a huge number of new phenomena and factors that challenges arising out of this dynamics for people and organizations call for a breakthrough approach.

The degree of complexity of tasks encountered by leaders implies a strategy of a new level: not to do something faster or simply “better”, but rather do it in a completely different way.

To achieve this it is first of all important to change the approach to personal development - namely, to shift the focus from getting more knowledge and skills to the following tasks – to form a position efficient for solution of challenges of a new level, to base on your own unique abilities and develop them; to activate the hidden potential and find the best use for it.

Leadership of challenges is a process of creation of conditions which generate qualitatively new forms of organizational behavior and directions of development.

The Vertical development of a leader program will help participants:

  • solve complex problems quickly and easily
  • reach a new level of goals
  • initiate ambitious projects, taking full responsibility for the quality of the result and possible risks
  • encourage and support colleagues and employees
  • be stable under conditions of high uncertainty to calmly face the unknown, the ambiguous and unpredictable changes
  • see the issue of rational development from different angles, but at the same time not to give preference to any one of the positions; to defend one’s position and simultaneously support different points of view
  • get to a qualitatively new level of interaction in the immediate team: trust and delegate effectively; hold and develop talents in the teams; create synergies in addressing challenges

Program structure

Stage I. Diagnostics (basing on Bill Torberts theory):
  • a detailed interview with each participant in order to determine the current logic of action and the next level of development to meet the current challenges of the social environment
  • selection of the most appropriate tools for the implementation of the development plan and the key focuses of attention for use in training sessions
Stage II. Practical thematic sessions

Each session - 2 days 8 hours each with an interval between sessions of 5-6 weeks.
The principle of session organization - Three focuses of attention as three basic filters for work during sessions: I, WE, Organization / Project.

What do we use to achieve the results of the program?

  • 90% of practical work, 10% of theory
  • Innovative approaches and technologies in the field of development of people and organizations (Ken Wilber ‘s Integral approach, Bill Torberts Theory of Leadership Action Logic, the theory of Vertical development of leaders created by Meta Integral, USA; Amina Nolan s Matrix of Leadership, USA)
  • A single integral system of tools for development of people and organizations, based on the unique experience of the team
  • A team of trainers with different styles of program presentation and different specializations
  • Buddying: interaction of participants with each other in order to support and intensify changes, as well as training practical skills
  • Constructive feedback, contributing to development of the head from the program trainers and from the group members
  • Influence of participants over the content and the learning process. Taking into account interests of the company and participants of the program, we jointly adjust the training plan and choose the best formats of work

Program concept

Integral vision in goal setting Investigation of unique features of the participants: personal strength, talents, internal and external resources, analysis of latent potential. The ability to form vision as one of the qualities of a leader. Mastery of basic Metaskills necessary for integral development of a leader. Formation of an individual road map for successful solution of program goals and realization of implementation of corresponding personal and professional goals.

Analysis of efficiency of current strategies and attitudes

Awareness of ones own beliefs and consequent behaviors. Assessment of beliefs with regard to their impact on current tasks. Working with the "shadow" aspect of an individual and the whole team to integrate the hidden resources, and intensification of development of resources already working. Creation of qualitatively new relations within a team to support the transition from "old" strategies and approaches to the new strategy and logic of action.

Search of opportunities

The integral approach to organization of resources and opportunities at both individual and collective levels. Development of the ability to access any data source: to notice imperceptible, to consider micro-signals of the environment; to operate effectively in situations of high uncertainty. Creativity as a resource necessary in personal development and management. Principles of development of the process of generating ideas to solve business problems. Intuition in business. Features of logic and creative thinking. Logic and intuition: their interaction and complementarity.

Integral practice in everyday activities

Stabilization at personal and organizational levels. Formation of necessary algorithms of transformation of local experience into a habit with due regard to resources and characteristics of an organization: building a stable foundation within a team for long-term movement to the objectives with the help of new strategies and approaches, and identification of more effective individual practices to strengthen the position and build up strength in the new position; defining new horizons for individual and team development.


  • Individual support of participants with the help of coaching sessions (from one to two coaching sessions per month, the duration of a coaching session - 1 hour)
  • Providing each participant with regular feedback from the trainers of the program to work with the development plan
  • Interim evaluation of behavioral factors connected with planned changes

A possible format of support upon completion of the program

  • Supervision of meetings (once a month) with a detailed analysis and feedback of the consultant
  • Exchange of best practices and obtaining additional tools (once every three months)
  • Individual coaching sessions to adjust the program of personal and professional development (from once a month to once every three months)
The actual format of post support and the price are discussed with the Customer basing on the results of the program, and taking into consideration characteristics of each participant.


Yulia Tertyshnaya
Yulia Tertyshnaya Partner of the Coach Institute, coach consultant, businness coach

Yana Melville
Yana Melville Coach Consultant at the Coaching Institute

Irina Smirnova
Irina Smirnova Coach Consultant and Business Trainer at the Coaching Institute

Alexander Savkin
Alexander Savkin Director and co-founder of Saint-Petersburg Coaching Institute, a coach, business-consultant

Marina Danilova
Marina Danilova Co-founder and managing partner of the Coaching Institute, coach consultant
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Module 1

Sane leadership in an insane world
  • Diagnostics. Identification of key zones of development. Formulation of objectives for the course
  • Logic of a leader’s actions, levels, the language of different logics of action and the amount of tasks that can be solved with this logic
  • Feedback as a tool for self-development and development of employees: fact and interpretations, awareness of influence, formulation of a request and offer to support
  • Relations as a means of personal growth; Relationships as a mirror. Sensitiveness. Skills of interpersonal sensitivity. Attention to relationships in a team, group, larger community

Module 2

Integral approach. Fundamental notions
  • Fundamentals of the integral theory
  • Study of quadrants and quadrivia. Interconnectedness and interdependence
  • Consideration of personal and professional problems through the prism of the integral approach
  • Methods of entering and staying in a state of a higher order and work with problems in it
  • Compiling a list of alternatives to solve pressing business problems within the Integral Model

Module 3

Work with the shadow as a constant practice of development
  • The Shadow. What is it? The mechanism of appearance of the shadows. The study experiences, attitudes, behaviors in childhood and adolescence and their impact on the present life. Analysis of the reality, signs of trouble and their causes, correction and elimination
  • Identification of shadow aspects that require integration in accordance with pressing tasks of life
  • Ways to work with the “shadow”. Identification, ritual, integration. Working with archetypes of figures for the purpose of realizing ones own shadow aspects and formation of local experience of living the pure energy of these archetypes
  • Shadow of a company. Factors influencing appearance of the shadow. The algorithm of interaction with the shadow of a company

Module 4

Integral development of an individual
  • Formation of a new desired reality / new life style (NLS)
  • Finding ways to transition from the current life style (CLS) to a new life style (NLF)
  • Work with the metaphor as a tool for mapping the transition
  • Ways to reduce resistance. Mechanisms of motivation. Assistance to a partner in management of motivation
  • Creation of integral practices for the transition into the NLF

Module 5

  • Finding the personal power
  • Identification of key mental structures that hinder realization of the desired
  • Creating positive beliefs; beliefs advancing to meeting the goals
  • Psychology ritual activities

Module 6

Work with uncertainty. The strategy of Indiana Jones in work with projects. Trainer - Alexander Savkin
  • The integral approach to implementation of changes
  • Evaluation of efficiency of projects of implementation of changes
  • Balance of interests of parties concerned
  • Changes as a lifestyle of a leader, a community, an organization – dosage, scale, appropriateness, consideration of the zone of proximal development", the meaning

Module 7

  • Impact of inner attitudes over prosperity
  • Investigation of personal attitudes and strategies affecting prosperity. - Getting new experience, experiments
  • Formation of new strategies ensuring the required level of prosperity and its growth

Module 8

  • Conflict resolution. Meditation
  • Conflict resolution in a group / team
  • Developing an ability to be in the fire of a conflict. Developing an ability to notice secondary signals, and unfolding them, to help a group to advance to deep and original conventions
  • Differences as a resource. Management of polarities

Module 9

  • Intuition as a resource to work with more wisdom and soundness of the whole
  • Combination of rational methods and intuition
  • Intuition and the ability to use it. Intuition channels and ways of setting contact with intuition
  • Intuition in work with people and organizations