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  • Writer's pictureRob Buckingham

Autonomy of upskilling development makes a heart grow fonder

Updated: May 9, 2023

Previously I shared our thoughts on Skill over Style, we noted that the most effective leaders often possess a combination of leadership styles and can adapt their style to fit the situation, i.e., the environment, company culture, team dynamic, their passion. However, all these styles are built on a combination of skills that must be developed individually.

There are many theories about which skills are most important and when to develop certain skills. But there is one aspect often overlooked in these discussions; how to stay motivated to learn? Our qChange theory, proven with our clients, is that you must provide users with the autonomy of upskilling development to meet their passions and learning needs.

As a small, early-stage startup, we have been incredibly fortunate to be working with several F600 clients on their upskilling programs. Here are some interesting results. Remember, qChange offers 45 different soft skills to develop.

  • I am unique: In a recent rollout to a professional services firm, when not directed to select a certain skill to develop, 100% of qChange users will select a combination of skills unique to them. Users increased their self-awareness by 32%, as measured by our Perception Gap score.

  • Companies can increase cultural alignment through skill development: In another rollout with a global manufacturer, when directed by the HR program manager to develop “A Growth Mindset,” 95% of users selected this skill. Users grew their Growth Mindset skill by 7% as measured by their Area Score.

qChange learning: Not every leader/manager has the exact needs. However, their personal growth objectives can be achieved while meeting the organization's needs. This helps the learners stay motivated and continue on their unique development journeys. qChange can help achieve this balance.

Next up: Why are there soooo many assessments? A qChange view.

qChange Innovation Stories shares the learnings of building a next-generation experiential learning company in a sea of entrenched capabilities and status quo thinking.

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