Model:
Summary:
The attached diagram is a matrix that categorizes employees based on their levels of skill and will. It offers strategies for managing different types of employees to maximize their potential and productivity. Understanding and addressing these combinations helps managers effectively lead their teams.
- High Skill, Low Will (Raise the bar): Employees in this category have the skills needed to perform their tasks but lack motivation or willingness. The recommended strategy is to "raise the bar," which involves setting higher standards and challenges to motivate these individuals. This can help reignite their interest and engagement by making their work more stimulating. Employees who have high skill but low will are often seen as underperformers despite their capabilities. The main problem here is their lack of motivation and engagement, which can stem from various factors such as dissatisfaction with their role, burnout, or lack of alignment with the company's goals. This can lead to unfulfilled potential and a negative impact on team morale as these employees are not contributing at the level they could be.
- High Skill, High Will (Delegate and empower): These employees are both skilled and motivated. The best approach is to "delegate and empower," allowing them more autonomy and responsibility. By trusting them with important tasks and decisions, managers can further enhance their commitment and productivity, leveraging their full potential. While having high skill and high will is generally desirable, there are potential downsides to this combination as well. These employees might become overconfident or even frustrated if they feel underutilized or micromanaged. The challenge is to ensure they remain challenged and engaged without becoming isolated from the team. Managers need to continuously provide growth opportunities and recognize their contributions to maintain their high performance and motivation.
- Low Skill, Low Will (Change team members): Employees with low skill and low will pose a significant challenge. The suggested action is to "change team members," which might involve moving them to different roles or even exiting them from the organization if they cannot meet the necessary standards after attempts at development. This helps in maintaining overall team performance and efficiency. This combination is particularly problematic as it represents a lack of both capability and motivation. Employees in this category can drag down team performance and require significant managerial attention. The issues here include low productivity, potential for negative attitudes, and resistance to change or improvement. These employees may not be a good fit for their roles, and managers might need to consider reassignment or exit strategies after attempting developmental interventions.
- Low Skill, High Will (Set expectations): These employees are motivated but lack the necessary skills. Managers should "set expectations" by providing clear guidance, training, and support to help them develop their skills. With the right direction and encouragement, these employees can improve their capabilities and contribute more effectively to the team. Employees with low skill but high will are eager to contribute but lack the necessary abilities. The primary issue is the gap between their enthusiasm and their actual performance. Without proper training and development, these employees can become frustrated and disheartened, potentially losing their initial motivation. Managers must invest time and resources in upskilling these individuals, setting clear expectations, and providing continuous feedback to help them grow into their roles.
Understanding these different types of employee situations is valuable because it allows managers to tailor their leadership approach to individual needs. By recognizing and addressing the specific challenges and opportunities associated with each combination of skill and will, managers can enhance team performance, boost employee satisfaction, and drive organizational success.
Sources:
Scaling People - Claire Hughes Johnson