I remember the first time I ever heard someone refer to ability; it actually had to do with not having it. I was playing on an eight-and-under boys soccer team, the Green Hornets, in my hometown of Clayton, California, when I overheard a grown-up say that Chad wasn’t a very good player; to which another parent responded that he just didn’t have the natural ability. Whereas the aforementioned conversation may have more to do with an athletic capacity, ability can also describe competency to complete one’s skill or assignment in an occupation. In the Prosci ADKAR® (Awareness, Desire, Knowledge, Ability, Reinforcement) change management model, this is where the second “A” comes into play. Ability in this sense refers to a combination of natural faculty and one's aptitude to learn through coaching and managing.

Stemming from a solid knowledge base, the ability to implement required skills or behaviors is vital to the success of any change management project. Individuals must first be equipped with the talents to succeed—psychological blocks, intellectual capabilities, skill development, and resource availability can either contribute to or prevent one’s overall aptitude. In the organizational sphere, these unique characteristics must be taken into account when trying to foster individual ability. If designed well, formal training and education programs can help bolster an individual’s capacity—ultimately improving their proficiency to add value to the business.

At Bluewolf, we on the Change Management and Learning team develop custom playbooks, tip sheets, and training presentations to complement our train-the-trainer model. Bluewolf’s train-the-trainer model is typically a three-day coaching and teaching event, which prepares individuals for the responsibilities to train their colleagues. This may occur during onboarding of recently hired employees, throughout a new technology rollout, or even at corporate retreats or seminars. Ultimately, the train-the-trainer model establishes an internal framework for long-term capability and training self-sufficiency, while simultaneously increasing ability.

Looking back to my childhood soccer days, while there were certainly kids with inherent natural ability, it was those who practiced every week that really started to develop their skills. Just as with the eight-and-under boys soccer team, appropriate training programs can enhance ability. Essentially, ability is the demonstrated achievement of change. Whether innate or novice, the old adage “practice makes perfect” is proven in the workplace.
 
In the next and final installment of this series, we’ll discuss the last step of the ADKAR model—Reinforcement. 

Did you miss the blog post on third component of the ADKAR model? See why Knowledge is a critical factor in any successful change management.