What is GEMA™-Lead360?

Organizational and Individualized Assessment Tool
Leadership Definitions
Connection, Cooperation and Contribution
Innovative Teamwork Products
Special Features




Integrate Agile, Lean








"Horizontal" and "Vertical" Planes of Movement


              Agile, Lean and Design Thinking Teams or Organizations are based on leadership principles that encourage learning, growing, adapting and discovering new opportunities. The overall goal is to exploit new options and create new value for customers.


                 Conflict occurs when these different practices fail to provide the collaboration and increased productivity that was advertised. This outcome requires a solution where organizational communication is interactive and egalitarian.


              There is a natural tendency on the part of each individual to drift into self-preservation, which can be found when they embrace the psychic goals of withdrawal, domination and the quest for entitlement.  The concept of “horizontal” and “vertical” planes of movement was initially introduced by Lydia Sicher, a faithful classical Adlerian.  For an individual to embrace the “vertical” line of movement means that he or she has chosen the striving for entitlement, which ultimately leads to forms of domination and ultimate withdrawal.  This occurs because the “vertical” plane of movement is not in line with the harmony of the group and, consequently, leads to deep levels of discouragement.


              More positively, the “horizontal” plane of movement implies that there is a sense of equality among all others with the goal of solving problems in business and creating cooperation among all others.  By choosing the “horizontal” plane of movement, all organizational members are focused on meeting the needs of the situation and individualistic striving for entitlement is understood to be a hindrance in achieving organizational goals.


Resistance to Change


              Resistance to change is fundamentally found in this choice.  GEMA-Lead360 encourages the “horizontal” plane of movement and discourages the “vertical” plane of movement. 


              Historically, organizational members have brought significant levels of “untapped” resources as humans to the work place.  In addition, the managerial, hierarchical, and authoritarian management systems have controlled the work place in such a way as to create a climate where not only was the expressiveness of this talent ignored, but in many ways actively discouraged and punished.  Historically, to succeed in corporate life meant mostly a process of “getting with the program” which essentially meant, “learn your job, do your job, and don’t talk too much.” 


             On the "horizontal" plane, real organizational transformation is created by “courageous contributors” at all levels of the organization.  Attitudes that spark initiative, a willingness for risk taking, intolerance for ambiguity are keys to the development of Courageous Contributors.  There is no doubt that the organizational transformation process must begin with the individual, each member of the organization.  This is done by developing a method that allows for broad based interpersonal and business education, at all levels of the organization.  GEMA-Lead360 is a tool specifically designed to accomplish the task. 


Personal Responsibility

              Personal responsibility for work results, created by autonomous and independently thinking associates, is the only way an organization will quickly and efficiently meet the changes of the marketplace.  This means that members of the organization not only must perform their work well, but are encouraged to reflect on the quality of their work and freely receive feedback from others in a context of connection, cooperation and contribution.  This kind of work is done on the "horizontal" plane.  This can be accomplished only if released from the control of "vertical" and authoritarian management styles while being encouraged to develop the discipline from within where each organizational member is held accountable for useful results.  Compensation plans can then reflect such work efforts and instill a sense of ownership for each member of the organization. 


              Courageous Contributors are organizational entrepreneurs that demonstrate characteristics such as creativity, innovation, a “can-do” attitude, ingenuity, and operate with a sense of energy and immediacy.  While not often disclosed, entrepreneurs operate to some degree out of a deep fear, a fear that they will not meet the needs of the situation and anxiety based energy directed toward self-preservation.  On the reward side, entrepreneurs experience a deep sense of fulfillment in creating something that works and feel the most fulfillment when this contributes to the welfare of others.  The Courageous Contributor, as an entrepreneur, also clearly understands that excellence is a prerequisite to success in meeting customer satisfaction.


Changing Work Issues for the Information / Knowledge Age:


  • Shift from vertical (authoritarian) to horizontal (synergistic) structure.
  • Use of horizontal networks of specialists, functioning independently.
  • Use of creative technicians replacing obedient operatives.
  • Compensation will be tied to market value, not relationship value.
  • Compensation based upon “what you know,” not “who you know.”
  • Knowledge will replace labor / capital in importance for production.


Elimination of “the job” to one that requires:

  • Higher-order, creative thinking
  • Constant learning and development for “career-resilience”
  • Individual responsibility reflected in flex-time
  • Integration of "management" and "leadership"
  • Transfer of authority to self-directed individuals / teams
  • Movement from entitlement to earning based on value
  • Cooperation in virtual, boundary-less, flexible work teams
  • Tolerance of no guarantees of future employment
  • "Work security" is created by reducing "job security"
  • Shift from rights to responsibilities
  • Embracing change rather than punishing change agents
  • Cross-trained, multi-specialist skills valued
  • Craftsmanship, rather than climbing "corporate ladder"
  • Making contributions beyond the boundaries of job / position
  • High-tech interpersonal skills of connection and cooperation
  • Self-reliance, with no use for authoritarian protectionism
  • Agile-based organization of work; and not task-based
  • Success will be results oriented, not politically derived
  • Build and maintain your own “usefulness” reservoir
  • Personal continuous improvement considered as an imperative


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Special features of GEMA™-Lead360