Why were there so many management and leadership issues? 

Where were the people with the right kind of skills needed to develop and grow sustainable and profitable businesses and why was there a consistently damaging ‘gap’ in the management and leadership mindset? 

The answer was not a technical skill issue. These were smart people. 

Whether it involved sales, engineering, manufacturing, technology, law enforcement, finance or marketing, there was a fundamental gap in knowledge. The challenge was not around the products, services or technical capabilities, as had so often been thought; the issue lay in a lack of human-centric skill development. These human-centric skills gap continually exposed a damaging lack of self-efficiency, effective management results and visionary leadership, that repeatedly created weakness in day-to-day activities involving, amongst other issues: 

• ideas generation and the change management 
• decision-making and problem solving 
• handling information and communication 
• objective setting, priority and time management and delegation 

The key to solving these issues would be to understand what relevant human-centric skills were needed to unlock an individual’s skill abilities and potential and build an effective framework to develop individual competence in areas of self, manager and leader. 

So, what was the answer? 

In 1995, Mike raised capital to set up a development company and identified the academic and productivity specialist, James Noon, to carry out an eighteen-month research project. A Model of Abilities was determined, based around some 250 inter-related characteristics and traits, which directly impacted on individual performance in the workplace.

Today, this Human-Centric Ability Model™ forms the core of Skillogy PERFORM™, a comprehensive resource of integrated skills, designed to significantly improve individual and organisational performance. This human-centric development approach has been making a powerful impact around the world ever since.

For further information please email: support@skillogy.com 

 Take a look at the HARD FACTS 

HARD FACT 1: Today, more than ever before, the focus is on transferable human-centric skills. 

WHY? It requires more than technical skills, alone, to develop high-performing talent. 

HARD FACT 2: Roles and responsibilities require a raft of human-centric skills in differing combinations . 

WHY? Behavioural, inter-personal and process skills underpin leadership and talent development. 

HARD FACT 3: Competency in human-centric skills leads to higher levels of engagement and retention. 

WHY? Relevant human-centric skills lay the foundation on which to build commitment and motivation. 

HARD FACT 4: Human-centric skills assist in maximising an individual’s contribution to the organisation. 

WHY? Human-centric skills contribute significantly to the 10:6:2 rule in building engagement and performance improvement. 

HARD FACT 5 Human-centric skills are a vital transferable element in building individual capacity and competence. 

WHY? Human-centric enable individuals to add significantly to their human capital development. 

HARD FACT 6: There is invariably a human-centric skills gap in most organisations. 

WHY? Many organisations fail to recognise the need for effective human-centric skill development.