The approach
Vertical development
Vertical development expands how leaders think rather than focusing on what they know. By leveraging real-time, real-world challenges to accelerate how we understand ourselves, others, and our circumstances, leaders can grow their capacity to be more effective leaders.
Vertical Leadership Groups
Scholars work in small peer groups built around vertical leadership development. Each group completes ten 1 hour sessions that combine instruction, conversation, and reflection.
Professional benefits
How vertical development shows up at work
Elevated ownership of values and purpose
Increased capacity to lead change
Self-authored awareness of strengths and growth opportunities
Improved problem solving and decision making
Effective conflict management
Enhanced talent and team development
Greater influence and followership
Increased adaptability and innovation
Improved well-being and satisfaction
Program Timeline
Nov 3
Kickoff at Penn
Nov 24
Registration deadline.
Week of Jan 11
Program opens. Groups begin meeting approximately weekly.
February/March
Multiple options for a Virtual Check-In (Office Hours)
Week of Apr 12
Groups finish their meetings.
May 4
Closing session at Penn GSE Celebrating what you've experienced through the program and taking into your own sphere of influence.
Additional Details
Flexible cadence. Group meeting times will be determined by each group to fit their schedules. Groups will meet 10 times over 13 weeks.
Supporting Content. Throughout the course, participants receive content from Dr. John Silvanus Wilson, Jr. and others on the leadership impact of McGraw Scholars.
Reflective exercise. Near the end of the program, participants complete an exercise to define the impact they want to have on K-12 education between now and the end of their careers.
Voices
What past participants say about Vertical Development
“It’s changed the way I try to interact with people just in terms of listening, how I approach conversations.”
Dean
“It taught me how to just take a step back, listen a little bit more, listen to other people’s ideas and concepts and then factor that into how I move forward.”
Associate Professor
“It gave me some freedom personally to give myself a little bit more grace, but also to understand how I’m showing up and how I’m communicating with people.”
Associate Vice President
“I can tell that I do things differently, have made some changes based on things that I learned about myself from the program.”
Assistant Vice President
“I started owning my strengths. I started owning my weaknesses. I started being more cognizant of my thought process, my personality.”
Department Chair
“Abstracting what leadership means away from your particular job and your particular role was really a profound thing for me as a leader to think about.”
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