Our Core People Capabilities identify the most critical Mind Skills + People Skills + Technical Skills needed to successfully flourish at work. By identifying strategic key capabilities to focus on throughout the Conscious Development Employee Life Cycle, our clients experience increased sustainable business performance and benefit from the development of more capable people.

A simple but powerful model, our Mind Skills + People Skills + Technical Skills provides both employer and all employees with a practical road map for understanding the core people capabilities employees need to succeed and thrive at every stage of their career.

Mind Skills

Mind Skills are embedded in the brain’s cognitive function and are closely associated with learning and problem solving.


The brain-based skills enabling focus, organizing and planning, understanding of different points of view

Focus: Centering one’s attention on a task or project and bringing it to completion

Organizing, Planning, and Prioritizing work or project

Different points of view: Surfacing and challenging underlying assumptions


Belief that most basic abilities can be learned through dedication and hard work(1)


Capacity to reflect dynamically amid constantly shifting work landscape

Ability to be resilient and recover from setbacks

Ability to think, move, and change quickly (i.e., agility)


The objective analysis and evaluation of an issue in order to form a judgment

Testing claims for truth

Surfacing and challenging underlying assumptions

Widening the scope of inquiry

Awareness of unconscious bias

CURIOSITYDesire to learn, know ,and understand. Fueled by inquisitiveness.
CREATIVE THINKINGThe process of generating new and imaginative ideas and solutions. Happens best in psychologically safe(2) environments which enable inspiration or innovation.
DECISION MAKINGAbility to make quality decisions in a timely manner, taking into consideration uncertainty and the possibility of not having complete information.

People Skills

People Skills are the inter-personal and behavioral skills and abilities, such as the ability to know oneself and to communicate and relate to others effectively on a personal and professional level. 


Ability to manage one’s emotions in the workplace, home, and community through self-awareness, self-control, self-motivation, and empathy

Self-Awareness: Awareness of what one is feeling and thinking and how it informs thoughts and behaviors, understanding the impact on others. Understanding one’s strengths and weaknesses. Clearly seeing how others perceive us.

Self-Control: Expressing one’s emotions at the appropriate time and degree; anticipating consequences

Self-Motivation: Ability to take initiative, achieve, and persevere

Empathy: Ability, through listening and seeing, to perceive from another’s point of view and to feel moved to act on someone’s behalf

Compassion: Ability to recognize the suffering of another and willingness to take an action to help alleviate the suffering


Ability to be true to oneself. The ability to relate to others in a genuine, courageous, and high-integrity manner.


Ability to be gentle or considerate of another. The act of goodwill.


Ability to manage commitments and make trade-offs to keep a healthy balance between business and family, activity and reflection, work and leisure. Tendency to be self-renewing and handle the stress of life without losing the self.


Active Listening: Fully concentrating on what is being said rather than just passively hearing the message of the speaker. Listening with all senses.

Effective Speech: The ability to verbally advocate, inquire, illustrate, and frame one’s thoughts and ideas

Effective Writing: The ability to use written words to convey information clearly and persuasively


The ability to receive and hear a person’s feedback with the intent to improve and achieve

The ability to give feedback with the intent to help another person to improve and/or achieve a goal


The ability to work cooperatively or collaboratively as part of a group of persons acting together as a team or in the interests of a common cause or goal


Ability to persuade others and cause desirable and measurable actions and outcomes. Opening others to possibilities.


The ability to reconcile opposing views in a manner that promotes and protects the interests of all parties concerned


Ability to appreciate and incorporate diversity of thought, experience, and culture in a way that engages and encourages better collaboration with one another


Ability to adhere to a set of values and principles that one espouses; follows through on commitments and leads by example

Technical Skills

Technical skills are the abilities and knowledge needed to perform tasks within a specific field or discipline. 


Specialized knowledge or ability needed to perform a specific task or function


The knowledge, skills, and ability to use technology to effectively perform one’s job


The appreciation for and ability to engage different disciplines and perspectives to solve problems and create new solutions

  1. Dweck, Mindset, 50.
  2. Edmondson, The Fearless Organization

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Embrace the opportunity to grow your brand and reputation as a company that truly invests in helping employees grow their capabilities – even and especially during an employee off boarding experience. When viewed through the development lens, this is a valuable opportunity for employers to learn and improve organizational and people development practices, build brand ambassadors, and enable departing employees to reflect on gains in skills and capabilities.


Facilitate strategic conversations with senior leaders to explore and define ways conscious people development can be integrated into the culture and daily workflow to power your business, your people, and your employer brand. 


Incorporate learning and development objectives into retention activities to prepare employees for new roles and opportunities. This can be done through engagement and feedback surveys, recognition and rewards programs, promotion, succession planning, and more.

Social Contribution

“Build it so they will want to come, flourish, and stay, knowing that someday they may leave.

Thus, it is imperative to define what you want them to say about their growth experience with your organization and what you want the outside world to say about how you invest in and contribute capable people to society.”

-Ed Offterdinger & Catherine Allen
Conscious, Capable, and Ready to Contribute. (p. 173)

Integrated Capability Development and Performance Management

Integrate learning, growth, and capability development goals and activities into your performance management rather than relying on day-to-day responsibilities alone to create a more engaging, productive, and helpful process.


Adapt onboarding to set new hires up for success in a continuous learning environment through orientation activities that introduce the principles and practices that support everyday learning and development for each employee.


Integrate practices, principles, and tools to better evaluate a candidate’s orientation to continuous learning and development as a factor in their overall fit for a position. This provides:

  • Improved candidate interviewing, assessment and selection practices
  • Better candidate selections with learning and growth mindset
  • An early introduction to your company’s development culture focus


Embed messages about commitment to people development to attract your ideal candidates.