Why was 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 wasn’t around the products, services or technical capabilities, as had so often been thought, the issue lay in a lack of soft skill development. This soft skills gap continually exposed a damaging lack of self-efficiency, effective management and motivation in teams, that repeatedly created vulnerabilities in day-to-day activities and outcomes 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 skills were needed to unlock an individual’s soft skills 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 Model of Abilities forms the core of Skillogy PERFORM™ a comprehensive Leadership Development Framework of integrated soft skills, designed to significantly improve individual and organisational performance. The training 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 soft skills. 

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

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

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

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

WHY? Relevant soft skills lay the foundation on which to build commitment and motivation. 

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

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

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

WHY? Soft skills enable individuals to add significantly to their human capital development. 

HARD FACT 6: There is invariably a soft skills gap in most organisations. 

WHY? Many organisations fail to recognise the need for effective soft skill development.