In my early days as a manager, I was often surprised by the reaction I got when I either delegated a task or simply told someone what to do. The result was either that the task was not completed or was perhaps done in an incorrect manner. It was only when I spoke to people about the reasons as to why it was not done, or why it was completed incorrectly, that I started to ask questions around what I should have done. Then I was introduced to Blanchard’s Situational Leadership model or The Skill/Will Matrix and it all started to make sense to me. This ensured that my performance management of people took on a more developmental focus with increased motivation and productivity as a result.

I had been delegating tasks inappropriately in that I was delegating the task to someone who was unwilling - or unable - to complete the task. I then remained relatively ‘hands-off’ or uninvolved as I had made the big assumption that they could do the task. Alternatively, I may have been ‘hands-on’ or directive with a capable person who was quite able to complete the assignment with little assistance from me; I just ended up frustrating them.

I also remember when I was being "coached" by a senior manager in a task that was new to me. They asked me all sorts of questions in order for me to come up with the answers. I became incredibly frustrated as I couldn’t find the answers at all and what I really needed was for them to tell me the answers so as I could at least get started on the task! Ever been there? Annoying isn’t it!

Consequently, whether you are ‘coaching’ or just ‘managing’, it is critical to match your style of coaching interaction with the employee’s readiness for the task.

The Skill/Will Matrix will enable you to do this.

Skill / Will Matrix

The model is divided into four quadrants:

1. LOW SKILL / LOW WILL - The beginner to a role, project or task who is just starting out and is nervous or may have already tried and failed. The main approach here is to be Directive and give specific instructions and objectives.

2. HIGH WILL / LOW SKILL - The enthusiastic beginner new to a particular role, project or task. This is a "guiding" approach with an appropriate mixture of specific direction coupled with coaching.

3. LOW WILL / HIGH SKILL - The skilled experienced person who is in need of attention of some description and may be being affected by the challenge of change. In this situation use good listening skills and attempt to get to the ‘root cause’ of the lack of performance/motivation by employing a coaching approach coupled with good questioning techniques around investigative models such as CARERS (TM)

4. HIGH SKILL / HIGH WILL - The skilled worker who is looking for more opportunities to grow and develop. Take a coaching approach using GROW and OUTCOMES(R). Take a delegation approach.

How do you use this model?

Step 1: Diagnose whether the employee’s skill and will are high or low, for the specific task to be accomplished. Remember that it is related to the specific task and not to overall experience. You may have someone who you think is High Will / High Skill overall because of their performances, but where are they on the matrix if you give them a new task where their capabilities may not be evident?

• Skill depends on experience, training, understanding, role perception
• Will depends on desire to achieve, incentives, security, confidence

  Step 2: Identify the appropriate coaching/management style - e.g., use ‘Guide’ if the employee has high will but low skill for the task:
  
  Step 3: Agree your intended approach with your employee.
  
  Applying the Skill/Will Matrix
  
  Direct (skill and will are both low)
  
  - First build the will / motivation - Provide clear and concise briefings - Identify motivators and de-motivators - Develop a vision of future performance - Ensure understanding of requirements
  
  - Then build the skill - Structure tasks for ‘quick wins’ - Identify training requirements. - coach and train
  
  - Then sustain the will - Provide frequent feedback against progress - Praise and nurture - Ensure close supervision with clear rules and deadlines.
  
  Guide (low skill, high will)
  
  - Invest time early on to ensure inclusion and understand training requirements - Coach and Train - Answer questions/explain
  
  - Create a risk-free environment to allow early ‘mistakes/learning’
  
  - Monitor progress regularly and ensure feedback and praise
  
  - Relax control as progress is shown
  
  Excite (high skill, low will)
  
  - Identify reasons for low will - e.g., task/management style/personal factors
  
  - Motivate appropriately
  
  - Monitor, feed back
  
  - Ensure scope for regular progress checks.
  
  Delegate (skill and will are both high)
  
  - Provide freedom to do the job - Set objectives, not method - Praise, don’t ignore
  
  - Encourage employee to take responsibility - Involve in decision-making - Use ‘You tell me what you think’
  
  - Take appropriate risks - Give more challenging tasks ensuring support in place. - Don’t over-manage
  
  Applying the skill/will matrix principles will enable you to ensure that you are taking the appropriate approach with each individual in the team when you are asking them to perform tasks. It will ensure that your performance management of people becomes easier and more productive.
  
  References:

• The Tao of Coaching - Max Landsberg (Harper - Collins)
• The Successful Coaching Manager - Allan Mackintosh (Troubador)