Will or skill? The question every leader needs to ask

Sometimes employees are underperforming because they genuinely don’t have the necessary skills to do the job, but other times they have the tools, knowledge and experience; but they lack the will to perform at the required level. As a leader, it is significantly easier to deal with a lack of skill, because with the right attitude, support, mentoring and training the employee is likely to meet and/or exceed the requirements of the position.

The bad news is some employees will never improve, but the reason they fail is not their lack of ability or potential; but their lack of willingness to fight. This lack of will is the cancer in the performance management process and irrespective of what support is provided to the employee, they just don’t have the will to succeed.

For some employees, the reward is simply not worth the effort and for others the consequences of not meeting baseline requirements are not enough of a deterrent. Employers who are struggling with a pattern of behaviour where employees don’t care enough to find the will should reflect on their culture, approach to performance and acceptance of behaviours that are not congruent with their organisation’s values.

When an employee is not performing at the required skillset, the leader must reflect on; "is it a lack of skill or do they not have the will?"

Skill v Will Matrix

The ‘Skill versus Will Matrix’ is a tool that will empower leaders on their quest to uncover whether or not their employee has the will to improve. Introduced by Max Landsberg in his book, ‘The Tao of Coaching’, this matrix has been broadly accepted as a useful and insightful method of ensuring that a leader’s style of interaction is matched to an employee’s readiness to conduct a task.

Skill is defined as an employee’s capabilities based on his or her experience with the task, knowledge, training and natural talent and ability.

Will is defined as an employee’s desire to apply themselves to complete a particular task, based on their attitude, confidence, motivation, incentives and personal mindset about completing the task.

Ideally, employees have the skill required to complete the task and the willingness to follow through, but quite often leaders are left asking:

• Why are only some employees performing?
• How can I maximise the true potential of my team?
• Why are some individuals motivated and other’s not?
• Why does an employee with all the skill and experience fail to perform?
• How can I do better as a leader in coaching for improvement from all team members?

Landsberg’s ‘Will versus Skill Matrix’ is a great starting point to look at team members through a different lens. Inquisitive leaders focused on optimum performance results use the matrix to take stock of where employees are on the matrix and how they can use this information to adopt the best approach likely to bring success.

So, how can you apply this matrix when coaching for performance success?

1. Direct Quadrant

This quadrant is related to employees who have low skill and low will. These team members are considered to be poor performers. They may be someone who is new to a position and therefore has a lower level of skill and the environment or adjustment to the new role may be causing a lack of will.

Tips to coach this type of employee:

• Start by building the will. In order to do this, there must be awareness that it is missing. Sometimes employees are consciously demonstrating a lack of will and on occasion employees are unaware that their behaviour is lacking the will to succeed. Be balanced but share the observations and bring awareness to the issue.
• Be very clear with the employee about expectations in the position and uncover their motivators, fears and drivers for the position.
• Work in partnership to develop a vision to succeed.
• Clearly articulate that the support will be available as long as the effort and motivation is there to learn, improve and sustain performance.
• Next move to focus on building the skill. Look for opportunities in the daily tasks for the employees to have some early success to build confidence and momentum.
• Focus on providing regular feedback and reinforcing the desirable behaviours.
• At all times, be clear about the choice the employee has. Acquiring skill can be a longer process, but finding the will is well within the control of the employee.
• Do not allow a platform for employees to ‘opt in and out’ of their commitment and motivation. An employee’s lack of will over a period of time should not be accepted.

2. Guide Quadrant

This quadrant is for employees identified as having a high will and a low skill. This employee is usually a new enthusiastic employee to a role or company or an employee who has been promoted or given additional new duties. Whilst it would be amazing to have high skill, these employees are absolutely committed to learning and bridging their performance gap.

Tips to coach this type of employee:

• Acknowledge and celebrate their fantastic motivation and commitment.
• Be patient, empathetic and understanding that learning new skills takes time.
• Get in the trenches early and show support and a partnership approach.
• Provide plenty of tools, guidance, mentoring and coaching.
• Be upfront, timely and consistent with feedback.
• Create a safe environment where employees feel free to learn from mistakes.
• Look to ensure there are no unnecessary hurdles or road blocks preventing success.
• Be prepared to loosen the leadership grip as competency increases.

3. Excite Quadrant

This quadrant is related to employees who have low will but high skill. It is typical to find these employees in organisations where they have long years of service in the company or they have been doing the same role in other businesses. They are usually someone who has a high level of experience, but they are also resistant to change and have been ‘coasting’ without challenge for some time. They may have the skills to progress up the ladder but lack the motivation to do so.

Tips to coach this type of employee:

• Start by identifying why this employee lacks the will required to succeed.
• Consider if they have any ‘bad blood’ in the organisation or if they have been overlooked for a promotion.
• Has there been a ‘will’ issue in other positions within the business or is this the first time?
• What are the personal characteristics that this person has that contributes? E.g. are they negative by nature?
• Focus on working with the employee to find the ‘spark’. Consider stripping back to their values alignment to the position and business.
• Play to the employee’s desire to be seen as a strong performer or leader in the business and open discuss how successful they could be in the role.
• Create a safe place to discuss what hurdles are in place that prevent the employee from being the best version of themselves at work.
• Discuss the benefits of improving and sustaining performance.

4. Delegate Quadrant

This quadrant is the sweet spot of employees who possess both a high skill and a high will to succeed. This is usually an employee who is not new to the organisation and has built up their skills over time. Importantly, these employees need to be motivated for the position that they are in.

Tips to coach this type of employee:

• Seek to empower the employee to perform the role.
• Provide freedom and the tools to achieve.
• Look at the results and not the methods used to achieve them.
• Ensure that this employee is not left guessing what they are doing to exceed expectations.
• Focus on two-way consultative communication.
• Nurture trust and don’t be stingy with recognition; particularly if this is a driver
• Encourage this employee to assume responsibility for their position and where possible involve them in decision-making.
• Ask them for their input, ideas and feedback on how things could be done better.
• Never micromanage and ensure employees are appropriately stretched.

Will must be stronger than the skill

Underperformance is a thorn in the side of every leader, but it also presents a key opportunity to focus energy in the right direction. While most leaders are more than prepared to work in partnership with employees to bridge the skill gap, they are understandably less interested in getting deep in the trenches with an employee that simply does not have the will to improve.

Muhammad Ali perhaps sums up this complex performance issue well with his famous comment:

“Champions aren’t made in gyms. Champions are made from something they have deep inside them – a desire, a dream, a vision. They have to have the skill, and the will. But the will must be stronger than the skill.”

Further information

For assistance with your workplace matters, Members of Ai Group can contact us or call our Workplace Advice Line on 1300 55 66 77 for further information. Ai Group has an extensive performance management section offering members a range of tools, resources and support to optimise and manage performance. Employers can also access our detailed managing performance section for further tools and support.

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