Skill will matrix: A simple guide for managers

Did you know that 70% of employees who lack motivation end up detaching from their work, which leads to poor performance? 

As a manager, understanding both the employee’s skill and their willingness to perform is important to maintain a high-performing team.

That’s where the skill will matrix, based on the model of situational leadership by Paul Hersey and Ken Blanchard, comes in. 

Whether you’re dealing with high performers or those who need a little more guidance, the skill will matrix can provide the clarity you need to upraise your team’s performance.

This blog will explore how the skill will matrix helps managers assess employee skills and motivation. We’ll cover its origins, when to use it and how to use it to help you apply it in your workplace.

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What is the skill will matrix?

As a manager, one of your main responsibilities is to maximize team performance, ensuring everyone reaches their full potential. However, some common challenges you may face include:

• Why are only some individuals performing well?
• Why are some highly motivated while others seem disengaged?
• How can I improve my own leadership to enhance team productivity?

These questions highlight the core struggles many leaders encounter. The skill will matrix is a performance management tool that helps managers to assess their employees based on two factors,

• Their Skill (capabilities and competencies)
• Their Will (motivation and willingness to perform a task)

These questions highlight the core struggles many leaders encounter.

The skill will matrix is often used to determine the appropriate leadership style required to guide each employee, ensuring optimal team performance.

The matrix is a 2×2 grid where the horizontal axis represents an employee’s skill—their ability to perform a task effectively—while the vertical axis represents their will—their level of enthusiasm, motivation, or drive.

By plotting your employees into the four quadrants of the matrix—high skill, high will; low skill, high will; high skill, low will; and low skill, low will—you gain clarity on how to coach, support, and develop each individual. For example:

• Employees in the high skill, high will quadrant are top performers, requiring delegation and leadership opportunities to stay motivated.
• Those in the low skill, high will quadrant are eager learners who need training and guidance to develop their abilities.
• Employees with low will but high skill need tasks that reignite their interest and motivation, while those with low skill and low will may require structured supervision and reskilling. 

Origins and purpose of skill will matrix

The concept of the skill will matrix is rooted in situational leadership, originally developed by Paul Hersey and Ken Blanchard in the 1970s. It was later popularized by Max Landsberg in his book, The Tao of Coaching, where he adapted this matrix as a tool for managers to better support employee training and development.

Why is it significant?

The skill will matrix is significant because it allows managers to go beyond a one-size-fits-all strategy, offering customized leadership that considers both the employee’s skills and their willingness to perform.

In essence, the matrix helps in pinpointing areas where an employee needs coaching, training, or increased engagement. By doing so, managers can guide their teams more effectively.

Four quadrants of the skill will matrix: Explained

When an employee is plotted in one of the four quadrants, managers get a clear picture of which leadership style or coaching style to adopt for improvement of the employee performance. 

Let’s break down each quadrant and the typical characteristics of employees that fall into them. 

1. High skill, high will 

Characteristics

Employees in this quadrant are high performers who not only have the skills but also the motivation to deliver excellent results.

They are proactive, seek new challenges, and consistently perform at or above expectations. Their drive makes them great candidates for leadership or mentoring roles, as they often go beyond their regular responsibilities.

Management strategy

Delegate tasks to these employees and give them autonomy in their work. Allow them to take ownership of important projects. You also need to provide opportunities for further development, and keep them engaged with new challenges.

2. High skill, low will

Characteristics

These employees have the necessary skills but often lack motivation. They may feel stagnant, bored, or disengaged from their work, possibly due to a lack of challenging tasks or unclear career progression.

Their productivity may be inconsistent or below their potential but they are capable of delivering results. 

Management strategy

The most important approach in tackling these employees is to excite them by identifying what drives them and offering tasks that align with their interests or career goals. 

Recognize their contributions, offer incentives, and involve them in decision-making processes to reignite their engagement. Sometimes, a new challenge or a leadership role can help restore their motivation.

3. Low skill, high will

Characteristics

These employees are eager to succeed and motivated, but they lack the necessary skills to perform their tasks on their own. 

Often, they are new to the role and require training to develop their competencies. Despite their skill gaps, their positive attitude makes them highly coachable.

Management strategy

Guide these employees through structured training and development opportunities. Offer mentorship, provide regular feedback, and encourage them to take calculated risks.

If you invest in their skill development, you can help transform their enthusiasm into productivity and convert them into a valuable asset of the team. 

4. Low skill, low will

Characteristics

Employees in this quadrant struggle with both skill and motivation. They may feel disconnected from their work, overwhelmed by the tasks at hand, or misaligned with their role.

Without intervention, their lack of engagement can negatively affect team morale and overall performance of the team.

Management strategy

These employees require direct supervision and clear guidance. Set specific, achievable goals, and provide regular check-ins to monitor progress. It’s essential to address the root causes of their lack of motivation.

If they continue to struggle, reassessing their fit for the role or providing alternative opportunities may be necessary.

Difference between skill and will

In the skill will matrix, the terms “skill” and “will” represent two critical factors that influence an employee’s performance. 

To effectively manage and develop your team, it’s essential to understand the distinction between these two components and how they play a role in performance management.

The below table helps to clearly differentiate between skill and will and how both play critical roles in employee performance management.

Skill	Will
The employee’s competence, knowledge, and ability to perform tasks.	The employee’s motivation, enthusiasm, and desire to perform tasks.
Refers to an employee’s capability and experience.	Refers to an employee’s attitude, engagement, and willingness to succeed.
Can be improved through training, mentorship, and experience.	Can be enhanced through recognition, goal alignment, and engagement strategies.
Employees can perform tasks independently and efficiently.	Employees are eager, proactive, and committed to achieving results.
High skill with low will results in underperformance due to disengagement.	High will with low skill leads to frustration if proper development isn’t provided.
Managers should focus on providing mentorship and leadership opportunities to boost performance.	Focus on boosting motivation through engagement, recognition, and incentives.

Why are both equally important for employee performance management?

Both skill and will are essential because they directly impact how well an employee performs in their role. If one is lacking, performance may suffer.

• Skill alone isn’t enough – Even the most skilled employee can struggle to deliver optimal results if they lack the motivation to apply themselves.
• Will without skill can lead to frustration – Conversely, an employee with high will but low skill may be highly engaged but unable to achieve their goals due to a lack of competencies.
• Balanced skill and will drive high performance – The ideal situation is an employee who possesses both high skill and high will.

When to use the skill will matrix?

Skill will matrix is useful in times of organizational change or during periods when employee performance management needs a targeted approach.

Let’s explore some specific situations where the matrix can be most impactful. Below are some scenarios where managers can apply the skill will matrix

1. During organizational transitions

During organizational mergers, acquisitions, or team restructuring – the skill will matrix helps managers quickly assess employee skills and motivation.

For example, following a merger or organizational restructure, managers can identify employees who need additional support or motivation. 

2. Onboarding new team members

When a new employee joins the team, it takes time to understand their skills, communication style, and motivations. The matrix offers managers a head start by mapping out where the employee stands. Guide, delegate, direct, or excite them to support the new hire’s integration into the team.

3. Agile project team formation

Building an agile team for a project requires selecting employees with the right mix of skills and will to succeed under tight timelines and adaptive conditions.

The skill will matrix, in conjunction with a competency matrix, allows managers to quickly identify employees who are both competent and motivated.

4. Team restructuring

In situations where teams are being restructured, the matrix helps leaders align employee competencies and motivations with the evolving goals of the organization.

Whether it’s during periods of change, performance reviews, or team restructuring, this tool offers invaluable insights into the strengths and areas for improvement across your team.

How to fill in a skill will matrix?

Filling out the skill will matrix is a crucial process for managers to evaluate their team members’ skill levels and motivation. This method helps determine the most appropriate leadership style for each employee. 

Step by step process for assessing employees and filling in the matrix

1. Identify evaluation criteria

Before you begin assessing employees, establish clear criteria for measuring both skill and will. For skill, focus on factors like technical ability, experience, and task completion. For will, consider aspects such as enthusiasm, commitment, and initiative. 

It’s important to modify these criteria to specific job roles so that they are relevant to the tasks each employee handles.

2. Assess skill levels

To evaluate an employee’s skill level, use objective measures such as performance data, completed projects, and peer reviews. 

You can also use skill will matrix to compare employees’ competencies with the required skills for their roles. 

integrating feedback from colleagues and managers through 360-degree reviews will give you a comprehensive understanding of the employee’s technical strengths and areas for development.

3. Evaluate will or motivation

Assessing an employee’s will or motivation can be more subjective. Begin by observing their attitude, engagement, and willingness to take on new challenges. 

Hold one-on-one conversations to discuss their career aspirations and potential factors that may be affecting their motivation. 

You may also consider using surveys to assess employee satisfaction and engagement levels, as some employees may feel more comfortable sharing insights in a more indirect setting.

4. Plot employees on the skill will matrix

Once you have gathered enough data, plot each employee on the skill will matrix. Employees will fall into one of the four quadrants based on their skill and will levels:

• High skill, high will: These are your top performers, capable and motivated to succeed.
• Low skill, high will: These employees are eager to grow but need training to develop their skills.
• High skill, low will: These employees have the skills but may need motivation or new challenges to stay engaged.
• Low skill, low will: These employees need both coaching and guidance to improve.

5. Introduce calibration sessions

To ensure fairness and consistency, it’s a good practice to hold calibration sessions with other managers or HR. 

In these sessions, you can discuss your assessments with peers, aligning on criteria and ensuring that evaluations are applied uniformly across the team. This step helps to reduce bias and improve accuracy when placing employees into quadrants.

6. Develop actionable plans

After plotting employees on the matrix, the next step is to create development plans customized according to each quadrant. 

For example, high-will, low-skill employees will benefit from mentorship and skills training, while high-skill, low-will employees may require motivational strategies such as recognition and goal alignment to reignite their enthusiasm.

7. Review and adjust regularly

The skill will matrix isn’t static. Regularly review employee progress and adjust their placement on the matrix as they grow in skills or motivation. 

The ultimate goal is to help each employee move toward the high-skill, high-will quadrant, where they are both capable and engaged.

Practical tips for identifying skill and will levels effectively

1. Utilize data and feedback

Use a combination of performance metrics, peer feedback, and employee self-assessments to evaluate skill levels. To measure will, rely on observations of their daily behavior, initiative, and commitment to tasks.

2. Hold regular one-on-one meetings

Consistent feedback sessions provide valuable insights into an employee’s motivation and career aspirations. These meetings offer opportunities to address any skills gaps or discuss areas where the employee may need extra support.

3. Observe behavior and initiative

Pay attention to how employees handle tasks, whether they take initiative, and how they respond to challenges. These behavioral indicators are key to understanding their will or willingness to perform.

4. Integrate peer feedback

Including feedback from colleagues and team members can provide a more well-rounded assessment of both skill and will, especially when evaluating team dynamics and interpersonal performance.

Final thoughts

The skill will matrix is a practical tool that helps managers evaluate skills and motivation to guide employee development effectively.

If you know each employee quadrant, you can customize your approach accordingly to improve both individual performance and overall team success. Whether you need to guide, motivate, or delegate, this tool simplifies the process.

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