Capability
High Impact Skills
The cross-functional skills that make professionals effective regardless of discipline: thinking, deciding, planning and delivering.
Our point of view
These are the skills every job description assumes and no curriculum teaches. When they are missing, the symptoms appear everywhere else: projects that slip, decisions that get remade, business cases that cannot be defended. We build them explicitly, using the organization's own problems as the practice material, because a generic case study teaches a generic skill.
Programmes
What we build inside High Impact Skills.
Finance for Non-Finance
Two days of financial acumen for people who make financially consequential decisions without a finance background, ending in a simulated business case built on your own sector.
Critical Thinking
Test the claim before you act on it: bias, evidence and inference under time pressure.
Project Management
Practical delivery discipline for the people who run projects without the job title.
Strategic Planning
Turn ambition into a plan with real choices, allocated resources and a way to know it is working before the year ends.
Decision Making
Match the decision process to the decision: speed where it is cheap, rigour where it is not.
Stakeholder Management
A condensed, intensive and practical approach built on case studies, reflection and feedforward, identify everyone with an interest in your project, then manage their interests and expectations so the project runs as smoothly as possible.
Problem Solving
Define the real problem first. Most solution effort is spent on the wrong one.
Train the Trainers
Two days that turn internal experts into facilitators of learning, because knowledge transfers easily and behaviour does not.
Our methodology
The High Performance Learning Journey.
Developed with Robert Brinkerhoff, one of the leading international experts on effective learning and the evaluation of training effectiveness. Workshops are for practice, not for teaching. Everything around them exists so the behaviour survives the walk back to the desk.
Personal commitment to the journey
A motivated person works hard at their own development. This first step needs management involvement and a picture of personal success: how it feels, how it looks, which behaviours produce it. The method used here is coaching.
Building the knowledge foundation
Each participant receives exactly the minimum information needed to raise performance, and no more, acquired through individual study. The webinars and in-room sessions of an HPLJ are dedicated to practice, not to teaching.
Developing and practising skills
The step where new behaviours are tested repeatedly and feedback is used as the instrument that raises performance.
Consolidating results
The final step: newly learned skills are tested in the working environment and developed continuously through several methods, carried by the PROMOTE platform.
Event-based training
2.5 in 10
participants improve their performance and sustain it
High Performance Learning Journey
6 in 10
participants improve their performance and sustain it
Kirkpatrick research: in classic event-based training, only 2.5 participants out of 10 improve their performance and sustain it. In a High Performance Learning Journey the same research puts it at 6 in 10.
Start a conversation
Which part of High Impact Skills are you trying to build?
If you are evaluating how to build capability that actually changes the way your organization works, we can help you define the right starting point, cohort design and delivery sequence.
The first conversation is diagnostic. We discuss your context, priorities, maturity, and where capability building can create measurable leverage.