All of our programmes include content about the 'hard side' of the job as well as content about the 'soft side.'
Let us begin with definitions.
The ability to reflect on one self, others, and the work is referred to as soft skills. Consider motivation, communication, leadership, etc. They convey information about how a person performs their duties. Hard skills are the knowledge and skills that a person requires to perform in the job. Think about processes, controls and meeting structures. The magic of learning and development, in our opinion, lies in the simultaneous treatment of both skills.
That is why all of our programmes include content about the 'hard side' of the job as well as content about the 'soft side.' Soft skills-only programmes frequently fail for two reasons.
For first off, you run the risk of participants failing to see the connection with daily practise, resulting in no transfer of knowledge and skills.
The second reason is uneasiness with the subject. When participants think (or say) "we have to go to a communication course," a gap is created that is rarely filled. The programme has taken on the appearance of something abstract, distinct from the real-world growth requirements. We always begin with the visible work and map out challenges and bottlenecks. Only by capturing real-life challenges can a link be established to underlying causes and solutions, which are frequently more on the behavioural side. Returning to the concrete work situation completes the circle. So, when dealing with the challenges from the hard side, we really put the newly acquired soft skills to use. Reflection is now a much more interesting exercise because it incorporates elements from both hard and soft skills.
Learn more about shaping reflection here.
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