Skill/Will Matrix: Management Framework and Practical Application
The Skill/Will Matrix maps each team member on a two‑by‑two grid that measures ability (skill) on the vertical axis and motivation or confidence (will) on the horizontal axis. Originating in the 1970s, the framework was adapted and validated in the 1990s by Max Landsberg in The Tao of Leadership. It applies equally to direct reports and contractors, offering a visual way to assess performance and engagement.
Management Strategies by Quadrant
High Skill / High Will – Empower
Individuals who are both capable and motivated are confident in their position. Managers should empower them, delegate more responsibility, or simply “get out of their way,” allowing these high performers to operate autonomously.
High Skill / Low Will – Encourage / Engage
Capable employees who lack motivation still have the ability to succeed. The manager’s focus shifts to encouragement and engagement, probing for the root cause of the disengagement. “They can clearly do the job, so there is something else getting in the way,” reminds leaders to address underlying issues.
Low Skill / High Will – Train
Eager but under‑skilled team members benefit most from targeted training. By building the necessary abilities, managers convert motivation into effective performance.
Low Skill / Low Will – Move
When both skill and will are low, the goal is to “move” the employee—either to a different role that better matches their strengths or to work collaboratively on improving both dimensions. “Nobody wants to be in this box. They don't want to be there, and you as a manager or leader don't want them there either,” underscores the need for decisive action.
Implementation
- Self‑assessment – Managers begin by placing themselves on the matrix, gaining insight into their own skill and will levels.
- Team mapping – Using a simple table, leaders record each member’s current quadrant and set a desired future placement.
- Goal setting – Specific actions—empowerment, engagement, training, or relocation—are linked to each individual’s target quadrant.
The tool scales from a single‑person self‑assessment to mapping thousands of employees, making it suitable for any organization size.
Mechanisms & Explanations
The matrix’s X‑axis represents “Will” (motivation/confidence) while the Y‑axis represents “Skill” (ability). When confronting low‑will employees, the “mirror” approach prompts managers to examine their own leadership style to see whether they are contributing to the lack of motivation. This reflective step helps align managerial behavior with the needs of the team.
Takeaways
- The Skill/Will Matrix plots ability and motivation on a 2x2 grid, a concept first created in the 1970s and refined by Max Landsberg in the 1990s.
- High skill/high will employees should be empowered and given autonomy, while high skill/low will staff need encouragement to uncover hidden disengagement factors.
- Low skill/high will team members benefit most from focused training that turns enthusiasm into competence.
- When both skill and will are low, the recommended action is to move the employee to a more suitable role or jointly improve their capabilities and motivation.
- Implementation starts with a manager’s self‑assessment, followed by mapping the whole team and setting clear goals for each quadrant, a process that scales from individuals to thousands of staff.
Frequently Asked Questions
What management approach works best for high skill but low will employees?
Encouragement and engagement are the recommended approaches. Managers should focus on identifying the underlying reasons for disengagement and provide motivation, while leveraging the employee’s existing capabilities to improve performance.
How does the "mirror" approach help with low‑will team members?
The "mirror" approach asks managers to reflect on their own leadership style to see if it contributes to low motivation. By adjusting their behavior, leaders can remove barriers they may have unintentionally created, fostering higher will among employees.
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