Create a high-functioning team driven by agility, adaptability and mutual accountability
Our suite of tools are the only human performance diagnostic tools on the market that will map the capability of your team against the capability needs of your business so that you will have the data you need to make informed decisions on where to target development initiatives to support your strategic objectives. Dynamic businesses that value the importance of creating teams that can adapt to the pace of change require human data around thought capability in order to know where to target development spend and how best to utilise their greatest asset; their people.
Our suite of tools are designed for the modern world and ideal for transformational leaders seeking to implement an ambitious strategy requiring their team to have agile and adaptable thinking.
Discover how to utilise and embed capability based profiling tools into your business to address the learning gap and develop future ready leaders by improving the effectiveness of L&D programs.
STRATEGY 1: Know what capability you have and the capability you need
The typical approach to development is to spend money on the latest hot topic. Whilst this is entertaining for team members it rarely leads to tangible improvements in capability because it assumes every business is ready to utilise the “hot topic”. Each business is at different stage of business growth. Each business growth phase requires a certain mix of capability to be utilised to help it function and move to the next phase of growth.
Knowing the current capability available to you in the team plus the capability required to grow the business enables the business to be strategic about their development focus and subsequently obtain a better return on investment.
STRATEGY 2: Utilise capability based profile tools
Once the capability needs of the business are known utilise profile tools that are capability based to inform decisions. Tools that are behaviour based or personality based give a business little insight into how an individual thinks nor do they address specific abilities that a person has.
If the focus is on behaviour then it is on the very last thing to occur as a result of thinking. Thinking occurs first and shapes how a person feels (their emotional response) and what they do (their behavioural response). By focusing on thought capability a business is able to target the core element of an individual that will have a direct impact on their emotional intelligence and behavioural patterns. Thought capability is where real, and lasting change and growth can occur.
STRATEGY 3: Embed capability profiling into annual reviews
More and more businesses are moving away from traditional, annual based performance reviews to a more fluid, flexible and dynamic process. This frees up annual discussions to be future focused and as such incorporating capability profiling into the annual discussions.
Powerful discussions can now occur around an individual’s current capability strengths and gaps and where they need to target their development to ensure their abilities remain current and adapted to business need. This is how a business develops an agile workforce.
STRATEGY 4: Implement informal capability based learning initiatives
Whilst formal development is useful to train individuals in skills requiring a certain level of proficiency, informal learning provides an experiential opportunity for individuals to develop new capability.
Informal training serves to improve the knowledge of other team members involved in guiding and mentoring the training employee, whilst providing an environment where the employee can learn through trial and error which delivers a higher level of understanding and long term capability application.
STRATEGY 5: Integrate capability markers into reviews and rewards
Most reviews and reward decisions are linked to what a person achieves with little to no regard for how they achieved it. Building capability based markers to define and guide how someone is expected to perform provides a richer basis for reviews and rewards and ultimately is more rewarding and fulfilling for the individual.
STRATEGY 6: Connect learning with business application
By focusing on capability individuals are able to easily connect what they do, and more importantly how they do it, to real business applications rather than theoretical or hypotheticals. The best way to build capability is not out of a textbook or in a classroom but through experience. So by linking capability growth to business situations the individual gets real world experience by which to apply their knowledge.