Translating technical excellence into impact and value in the new world of work


Translating technical excellence into impact and value in the new world of work.

Using SAICA’s Competencies Framework to enable and accelerate own and other’s performance in the digital workplace.


Do you think about what you can do to accelerate your career?  Does it ever feel like your value is not fully seen or is held back?  Does it frustrate you that some team members do not pull their weight?  As a leader, do you wonder how to unlock other’s potential?

The reasons people thrive or fail in a role are often not related to their level of technical knowledge.  Technical competence is only one of three aspects of impact and performance.  The ability to lead ourselves and others requires awareness and application of a range of competencies at different levels of complexity, both to thrive in our roles and fit and adapt to the culture of our teams and organisations.  The shift to an increasingly digital workplace and the advent of virtual working has emphasised the importance of behavioural and team fit competencies more than ever before.

Competencies are often seen as little more than HR jargon rather than key areas of accountability. What is also not often well understood is how competencies look at different levels of work.

This series of six two hour workshops aims to provide members with a framework for understanding their own and others’ performance enablers and disablers using the language of competencies.  It will provide members with tools to evaluate their own and others’ effectiveness and identify key levers for selection, performance management, career pathing and succession.  Each workshop takes a particular competency cluster as a theme and focuses on unpacking SAICA’s Professional values and attitudes and Enabling competencies by asking these questions:

  • What does good (and not good) look like for this competency cluster at different levels of work?
  • Competencies are a key driver of effective talent management. What does this mean in practice?
  • How can these competencies be developed and coached?


Cathy Farlam Ashton is a leading assessor, facilitator and coach in both South Africa and Malta.  She has led the development of competency frameworks for many organisations over the last twenty years and is a recognised expert in using competencies and levels of work to inform her assessment, individual and group coaching work.

Formerly a founder of Omnicor, a leading South African assessment company, in the late 1990s, she and her husband sold the company in 2014 to set up Multiplex Partners.  She is known for making theory practical and relevant for people within their unique contexts and for her empathic and accessible style.







29 September 2020

Understanding and activating thinking competencies

  • Cognition as the most important predictor of success
  • Analytical / critical thinking
  • Integrative thinking
  • Decision-making acumen
  • Problem solving


1 October

Understanding and activating the self-managing competencies

  • How does knowledge of competencies help us to manage ourselves more effectively in the new world of work?
  • Personal, professional and business ethics
  • Drives quality results
  • Learning agility/lifelong learning
  • Executive presence, including resilience and stress management


8 October

Understanding and activating the relational (interpersonal) competencies

  • How do we identify and measure relational acumen in a face-to-face and virtual environment?
  • Teamwork
  • Organisational agility
  • Influencing with impact


15 October

Understanding and activating the leading and managing competencies

  • What are the most important leadership competencies in the new world of work and why?
  • Planning, organising and monitoring work
  • Building capability
  • Strategic leadership
  • Leading change


22 October

Understanding and activating the generic functional competencies

  • What is meant by functional competencies and how can they be measured?
  • Business acumen
  • Gives trusted advice
  • Manages risk
  • Drives continuous improvement


29 October

Understanding and activating the global and emerging competencies

  • Using the global and emerging competencies to stay ahead
  • Stewardship / citizenship
  • Navigates ambiguity
  • Digital acumen
  • Leading virtual teams