Effectively measuring behavioural change with the SKATE Competence Model

Identifying and nurturing human potential.

Did you ever wonder how some people seem to be able to achieve the greatest things with ease, while others like myself struggle so bad? Quite often I sit down to reflect about what I need to change to achieve similar results compared to the people I admire. In fact, I am looking for their success secrets since many decades.

When I was around 13 years old, I learned to play the saxophone – and to be fair, I was pretty good at it. Therefore, I started compared myself with outstanding saxophone players like Kenny G or Charly Parker. Unfortunately, I had to admit that there was (of course) a huge difference between me and them. The more I studied my idols, the more shortcomings I noticed in my own finger techniques or embouchure.

So I started asking myself: Why is it that it’s so much easier for me to spot my own deficits, instead of seeing my potential and identifying opportunities for developing it in a similar way that my role models have?

Competence-based Learning.

Today I know that learning is not about what you’re able to do, but about knowing how to become able to do something. This ‘know-how’ is often referred to as competence.

Competences are different from mere knowledge and abilities. They are dynamic, and at best, potential-oriented processes that work on a meta-level. Indeed, it takes time and effort, both on a personal and organisational level, to identify through which competencies (how) we can reach a certain goal (what).

That’s why we spent time to save you time.

To facilitate effective change and development, we developed a bespoke Competence Map with practices and tools for developing 7 Core Competencies that form the basis of all our learning journeys at triangility. These competencies are designed to cover diverse angles of personal and business transformation, and include:

1) Self-Reflection & Responsibility
2) Understanding & Influencing Social Systems
3) Complex Problem Solving
4) Dialogic Leadership & Collaboration
5) Creativity, Co-Creation & Innovation
6) Business Model Design
7) Data Literacy

It’s important to note that this map is not set in stone. Key competencies always have to be enriched by a set of specific sub-competencies that is unique to a person or an organisation (those sub-competences truly make Kenny G Kenny G and Apple Apple). That’s why we invite our customers into so-called Co-Creation Orientation Sessions before we embark on a learning journey with them to co-develop a holistic Competence Map that features the most relevant triangility key competencies for their specific business case, as well as tailored sub-competencies needed to reach the desired outcomes.

Effectively measuring behavioural change.

After having identified the set of key- and sub-competencies necessary, we face the challenge of ownership: Who is ultimately responsible for the development of the different competencies?

Whilst HR shouldn’t be responsible for the development of my personal competencies as leader (or amateur saxophone player), they should support and guide me throughout my learning process to ensure that my personal growth is aligned with the growth of the organisation. At the same time, HR needs to proof the value of the activities I undergo as part of my competence development to justify the investments that it may entail. Wouldn’t it be amazing if there would be a way of measuring how competencies have developed over time and to directly link their outcome to business KPI’s?

The SKATE Competence Model.

At triangility, we love working with the SKATE Competence Model developed by our good friend and partner Claas Triebel. With a background in psychology and business, he developed the SKATE Model to provide a simple but effective foundation for measuring progress in one’s personal growth efforts, team development initiatives, and strategic corporate transformation programs.

SKATE is an acronym that stands for:

Skills

Knowledge

Ambition

Talent &

Experience

Taken together, these five factors form the basis of any competence and have to be evaluated, each in their own right, as well as in comparison to each other, to define the development of an individuals’ / organisations’ competence in a certain area. Check out the video below that Claas made on his SKATE Model to gain further insights into how to apply it.

 

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Catalysing easy and effective competence development.

If you’re curious about the tried-and-tested SKATE methodology for growing personal, professional, and organisational competences, just reach out to me personally – I’d be happy to share more information on how this model can help you as a leader, and your business grow in meaningful and measurable ways.

Cheers,
Robert

"The illiterate of this century won't be those who can't read or write but those who are not aware of their competencies and how to develop them"

Robert Schaffner 2021

Robert Schaffner (Author)

Co-Founder of triangility
Consultant, Facilitator & Speaker

Robert Schaffner works in the IT market since 1992. After a degree in engineering and additional technical certifications, he is used to work as consultant, trainer, manager and entrepreneur: cofounder of two companies in the field of System Integration and Software Business (acquired by a Canadian company in 2013). Today, Robert develops and delivers training across the globe, primarily in Europe and Asia. He‘s passionated by the idea that technology has the influential power to change organizations by enabling people, but sees technology also as one key driver to achieve sustainability in business and society.

Mia Rosenzweig (Editor)

Heart of Program Development @triangility
Conscious Leadership Expert

Mia Rosenzweig is a Learning and Experience Designer who helps leaders drive great business through greater consciousness. With a B.A. in Intercultural Management and Communication and soon M.Sc. in Consciousness Studies and Psychology, Mia leads the curation of our Learning Journeys as our Heart of Program Development, whilst also working directly on client projects as a Junior Leadership Consultant. Her superpower is to creatively form new connections between diverse disciplines, such as integrating insights and tools from behavioural therapy and cognitive neuroscience, as well as spiritual wisdom and transformative practices from ancient traditions into leadership training in the 21st century.