Last week I ran the second workshop in a “building a high-performing team” series for a group of leaders who I first met three months ago.  

I always enjoy working with participants over several months because we get the opportunity to reflect on what we covered previously before moving on to the newer content. I was happy to see that this particular group had been able to experiment with the frameworks I had shared with them in the first workshop and that they were all very keen learners. 

For this second workshop, one of the key themes I planned to reinforce was how effective leadership involves a nuanced understanding of the diverse needs of team members, with a particular focus on distinguishing between skill and will developmental requirements. By carefully analysing these aspects, leaders can tailor their strategies to nurture a high-performing team that excels in both individual capabilities and collective motivation. 

I had created an activity focused on performance needs, where the leaders would decide whether their (hypothetical) point of intervention would be based on a diagnosis of their team member. Before dividing the participants into four smaller groups I asked the leaders to share with their peers how they currently determine whether a team member needs an increase in skill or will? 

Understanding the skill vs will matrix is a foundation for leadership success. 

For any leader, it’s important to grasp the essence of the skill vs will matrix.  

Skill, on one hand, encompasses the tangible capabilities, knowledge, and expertise a team member brings to their role. This could include technical proficiency, particular (eg project management) skills, and specific domain knowledge. On the other hand, will relates to the intangible factors of motivation, attitude, and the willingness to engage in tasks and challenges. 

Leadership interventions vary based on whether an employee requires skill development or a boost in motivation and commitment. Recognising these distinctions empowers leaders to tailor their guidance, delegation, direction, or motivation strategies accordingly. 

Having identified the importance of distinguishing between skill and will, the next critical step for leaders is to tailor their leadership approaches. 

I allocated the participants into their four groups and I explained that depending on their employee’s position on the skill vs will matrix, they would present back to the broader group how they might guide, delegate, direct or excite (motivate) their hypothetical team member. 

I gave the first group an employee persona with high will and low skill; the second group would focus on an employee with both low will and low skill; the employee I gave to group three displayed high will and high skill; and finally, to the fourth group I allocated an employee with low will but high skill. In their groups they had 15 minutes to determine their specific leadership approach. 

The discussion that followed was awesome. 

Team members with high will and low skill need guidance. 

When it comes to guiding, communication is key. In this approach, the leader needs to clearly communicate expectations and goals while sharing their own expertise. It’s important to create an open environment where the team member feels comfortable asking questions and seeking clarification. The leader will typically provide constructive feedback on the team member’s progress and offer support, highlighting their strengths along with their areas for improvement. The leader may even choose to engage a coach or mentor to provide additional support and guidance. 

Team members with low will and low skill need direction. 

Directing becomes necessary when a team member needs to specifically align their efforts with organisational objectives. When focusing on an employee with both low skill and low will, the leader (typically wearing the ‘supervisor’ hat) will tend to provide detailed instructions on what needs to be done, how, and by when. The leader will closely monitor performance (especially if the task is critical or time-sensitive) and offer timely feedback and correction to ensure alignment with expectations. 

Team members with high will and high skill need delegation. 

In fact, employees sitting in this particular quadrant of the skill vs will matrix will typically be on the path to leadership themselves. As a leader you will clearly define the scope of the task but at the same time you will ‘surrender authority’ allowing them to make decisions related to the delegated task. Having said that, you should still schedule regular check-ins to offer support and address any challenges. Above all, it’s important to recognise and celebrate successful completion of the delegated tasks to reinforce trust and confidence. 

Team members with low will and high skill need excitement. 

For these employees, leaders should focus on exciting them by connecting tasks to broader organisational goals, offering challenging projects, and fostering a positive work culture that encourages creativity and collaboration. For team members in this quadrant, the leader needs to motivate and help instil a sense of purpose, while regularly acknowledging and celebrating individual achievements to boost morale perhaps even offering tangible incentives as and when required. 

At the end of the group activity, I made sure I reinforced that by combining these indicators and strategies, leaders can gain valuable insights into whether a team member’s development needs are primarily skill-based or will-based, allowing for more targeted and effective interventions. I also reminded the group that the best approach may involve a combination of these leadership styles, and it’s therefore crucial for leaders to be flexible based on the needs of the team member and the task at hand. 

Skill development is the cornerstone of building a team that excels in technical proficiency and knowledge. 

Leaders must be adept at identifying when team members require an increase in skill and craft targeted interventions accordingly. By addressing skills gaps, providing bespoke training programs, and encouraging continuous learning, leaders can ensure that their team members remain at the forefront of industry trends and can execute their roles effectively. 

While skill development lays the foundation, the will to excel propels a team towards greatness. 

Leaders must recognise when employees require a boost in motivation, enthusiasm, or a shift in attitude. 

After all, team members who display signs of disengagement or who lack enthusiasm may benefit from interventions aimed at reigniting their passion for their work and contributing more effectively to team objectives. 

One of the key points to come out of the group de-brief discussion during my workshop was how crucial will-focused interventions are when employees resist change or exhibit hesitancy towards new responsibilities. 

At the end of this particular activity, I reinforced that leaders who prioritise the analysis of skill vs will developmental needs are certainly on the front foot when it comes to building high performing teams. At the same time, by recognising the nuanced requirements of their team members and tailoring interventions accordingly, leaders can elevate both individual and collective performance. 

Remember Hellomonday provides coaching and support to every leader, prioritising development initiatives that result in long-term sustained learning and change, reinforcing habits through curated learning and impactful coaching, helping leaders address skills gaps, nurture motivation, and tailor leadership approaches where both individual capabilities and team synergy thrive.