Skill Will Matrix: A Guide for Managers (+Free Template)

Effective team management means recognizing that every team members brings a unique combination of strengths, motivations, and skills needs. Some employees are eager to take on new challenges, while others may need more guidance or support to reach their full potential. Understanding these differences is crucial for driving performance and fostering growth. 

This article explores how HR and team managers can better navigate these dynamics using a structured approach called the Skill Will Matrix, which ensures each individual receives the right balance of support, motivation, and challenge to thrive in their role.

What Is a Skill Will Matrix?

The Skill Will Matrix is a proven performance management tool used by managers use to assess current-state performance, determine the most effective management approach, and identify high (and low) performers. It evaluates two key factors:

• Skill: an employee’s ability and competence to perform a task 
• Will: an employee’s motivation, enthusiasm, and willingness to complete the task. 

By understanding where an employee falls on these dimensions, managers can tailor their leadership style to support employee development and improve performance.

Originally derived from the Situational Leadership Model developed by Ken Blanchard and Paul Hersey in 1970, the Skill Will Matrix was later refined by Max Landsberg in his 1996 book The Tao of Coaching. 

The framework is represented as a 2×2 matrix, with skill on the horizontal axis and will on the vertical. This structure helps managers quickly identify whether an employee needs more guidance, motivation, skill-building, or autonomy. It builds on the idea of the skill matrix, which entirely focuses on an individual’s skills, where a Skills-Will Matrix includes motivation.

By leveraging the Skill Will Matrix, leaders can make informed decisions about task delegation, coaching strategies, and development plans—ensuring that each employee receives the right balance of direction and support.

Four Quadrants of the Skill Will Matrix

Each quadrant on the skill will matrix represents different combinations of employee skill and will. By determining which of these quadrants an employee fits into, managers can use the matrix to determine which coaching styles may work best for that individual. Let’s look at the characteristics of each quadrant.

Delegate to High Performers (High Skill, High Will)

High performers are competent, confident, and highly motivated employees who consistently deliver exceptional results with minimal supervision. They are proactive, eager to take on new challenges, and often seek opportunities to expand their expertise or step into leadership roles. Because of their strong skill set and intrinsic motivation, they thrive when given autonomy and meaningful responsibilities. However, without proper engagement and recognition, they may feel undervalued or stagnant in their roles.

To maximize their potential, managers should focus on delegation, growth, and recognition:

• Delegate authority – Entrust them with complex tasks and strategic responsibilities, giving them autonomy to make decisions and lead initiatives.
• Challenge and stretch – Provide opportunities for advanced projects, mentorship roles, or leadership positions to keep them engaged and continuously learning.
• Recognize achievements – Regularly acknowledge their contributions and impact to reinforce motivation and job satisfaction.

By offering trust, challenges, and recognition, organizations can keep high performers motivated while leveraging their expertise to drive business success.

Provide Guidance to Reluctant Experts (Low Skill, High Will)

Enthusiastic learners are highly motivated and eager to contribute, but they lack the necessary experience or technical skills to perform at a high level. They are open to feedback, willing to take on new responsibilities, and show a strong desire to grow. However, without proper support, they may struggle with tasks or make avoidable mistakes due to inexperience. Their enthusiasm presents an opportunity for L&D teams and managers to cultivate their potential through structured development.

To help them succeed, managers should focus on training, structured guidance, and encouragement:

• Offer training and mentorship – Provide hands-on training experiences, coaching, and access to resources to accelerate skill development.
• Set clear goals and expectations – Break down tasks into manageable steps with clear instructions to ensure they build confidence without feeling overwhelmed.
• Encourage and motivate – Celebrate small wins, acknowledge progress, and reinforce their enthusiasm to maintain motivation.
• Provide regular feedback – Offer constructive input and support to help them refine their skills and grow into more capable contributors.

By investing in their development and providing a supportive learning environment, organizations can turn enthusiastic learners into skilled, high-performing employees who drive long-term success.

Excite Disengaged Employees (High Skill, Low Will)

Disengaged experts are technically proficient but lack motivation or interest in their tasks. They may feel bored, undervalued, or disconnected from their work, leading to resistance when asked to take on additional responsibilities. Despite their disengagement, they hold valuable expertise that can significantly contribute to organizational success if properly re-engaged. Their lack of motivation often stems from burnout, lack of challenge, or misalignment with personal and professional goals rather than an unwillingness to contribute.

To re-engage them, managers should focus on uncovering the root cause, reigniting interest, and fostering autonomy:

• Identify the root cause – Have open discussions to understand why motivation is low—whether it’s burnout, lack of recognition, stagnant responsibilities, or career misalignment.
• Reignite interest – Offer new challenges, high-impact projects, or stretch assignments that tap into their strengths and introduce variety into their work.
• Align work with personal goals – Discover what excites them professionally and adjust responsibilities to align with their long-term career aspirations.
• Provide recognition and autonomy – Acknowledge their expertise and offer greater independence in decision-making to restore a sense of ownership and purpose.

By addressing the root cause of disengagement and introducing fresh challenges, organizations can help these experts regain motivation and become key drivers of innovation and success.

Direct and Motivate Unproductive Employees (Low Skill, Low Will)

Underperforming employees lack both the necessary skills and motivation to meet performance expectations. They may exhibit disinterest, low work quality, or resistance to feedback, often requiring significant attention to improve their engagement and effectiveness. Their lack of motivation could stem from unclear expectations, personal challenges, poor job fit, or previous negative work experiences. While they may struggle to perform, they are not necessarily incapable of improvement—structured support and clear direction can help turn their performance around.

To address these challenges, managers should focus on clear communication, structured guidance, and motivation:

• Have honest conversations – Directly address performance issues, explore underlying causes of disengagement, and provide constructive feedback.
• Set clear expectations and consequences – Clearly define performance standards, responsibilities, and improvement requirements while ensuring accountability.
• Provide structured support – Offer training, hands-on coaching, and step-by-step instructions to build foundational skills and confidence.
• Motivate through achievable goals – Set small, measurable objectives to help them gain momentum and experience quick wins.
• Consider role adjustments – If performance doesn’t improve despite support, reassess their role to determine whether a different position or approach might be a better fit.

By identifying root causes, setting structured goals, and providing consistent support, managers can either help these employees improve or make informed decisions about their long-term fit within the organization.

How to Fill in a Skill Will Matrix?

The Skill Will Matrix helps managers assess an employee’s capabilities and motivation for specific tasks, enabling targeted management strategies. Follow these steps to fill in the matrix effectively:

Define the task or objective

Before assessing skill and will, clearly defining the specific task or objective you’re evaluating is essential. Skill and motivation levels can vary depending on the nature of the work. An employee who excels at routine tasks may lack motivation for a creative project, while another might thrive under pressure but struggle with repetitive assignments. To define the task:

• Clarify the scope: Ensure the task is specific and clearly understood.
• Focus on one task at a time: Different tasks may require separate assessments for accuracy.

Assess skill and will

To accurately place employees in the matrix, evaluate both skill (competence) and will (motivation) for the defined task. Use multiple methods for a comprehensive assessment:

Assessing Skill:

Focus on the employee’s knowledge, experience, and ability to perform the task.

• Conduct regular performance reviews: Analyze past work quality, achievements, and technical proficiency.
• Use self-assessments and peer feedback: Encourage employees and colleagues to evaluate skills for an unbiased perspective.
• Engage in one-on-one conversations: Discuss their comfort level, past experiences, and perceived strengths.
• Observe behavior and work outcomes: Watch how they handle similar tasks and problem-solving situations.

Assessing Will:

Gauge motivation, enthusiasm, and willingness to take on the task.

• Conduct regular performance reviews: Identify patterns of engagement or disinterest in similar assignments.
• Use self-assessments and peer feedback: Understand their attitude towards work and team dynamics.
• Engage in one-on-one conversations: Ask about their career goals, task preferences, and sources of motivation.
• Observe behavior and work outcomes: Note punctuality, proactivity, and commitment to completing tasks.

Plot employees on the matrix

After assessing skill and will, place each employee in one of the four quadrants (explained above) of the Skill Will Matrix:

• High Skill, High Will (Empowered Performer): Capable and motivated individuals who can work independently and take on leadership roles.
• Low Skill, High Will (Enthusiastic Beginner): Eager learners needing training and guidance to develop their skills.
• High Skill, Low Will (Reluctant Expert): Skilled employees lacking motivation, possibly due to boredom, burnout, or misalignment with goals.
• Low Skill, Low Will (Disengaged Employee): Individuals requiring both skill development and motivational support.

Tips for accurate plotting:

• Use a scale: Rate skill and will on a scale of 1 to 10 for precision before placing employees on the matrix.
• Review regularly: Skills and motivation change over time. Update placements as roles evolve or after major projects.
• Consider context: Temporary factors (e.g., personal issues or external stressors) may influence will—acknowledge these before making final assessments.

Plotting employees provides a visual overview of team dynamics, highlighting where support or challenges are most needed.

Develop action plans

After placing employees in the Skill Will Matrix, the next step is to plan development approaches tailored to each quadrant. The goal is to implement talent management strategies that address both skill and motivation gaps. To develop appropriate action plans, 

• Identify appropriate strategies for mentoring, training, goal-setting, or new challenges based on the employee’s quadrant.
• Focus on targeted development. For example, enthusiastic beginners may need skill-building programs, while high-skill, low-will employees may benefit from motivational initiatives or new responsibilities.
• Ensure that the development plans address individual growth and contribute to overall team performance.

Skill Will Matrix Template

All in all, the skill will matrix is a simple and versatile tool that business leaders can use to assess their employees’ performance, training needs, and develop more successful teams overall. Use this Skill Will Matrix Template to begin building your team’s most effective leadership strategies.

Use Cases of the Skill Will Matrix

The Skill Will Matrix is a versatile tool that helps managers make informed decisions across various aspects of team management and employee development. Here are some of its key use cases:

Delegating tasks effectively

Effective task delegation ensures that the right people handle the right responsibilities, maximizing productivity and engagement. The Skill Will Matrix helps managers assess who is best suited for a task based on skill and will levels. For example,

• Employees with high skill and high will are ideal for complex tasks or leadership roles. Delegating to them empowers and keeps them challenged.
• Low skill, high will employees benefit from simpler tasks that build confidence while offering learning opportunities.
• For those with high skill but low will, assigning varied or meaningful projects can help reignite their motivation.
• Low skill, low will employees should be given structured tasks with clear instructions, helping them build a foundation without overwhelming them.

Designing personalized development plans

By identifying each employee’s position on the matrix, managers can create targeted development strategies that address individual needs. Some common strategies include:

• Providing effective training for low-skill employees.
• Implementing motivational tactics for employees with low will.
• Challenging high performers with stretch assignments.
• Offering mentorship for enthusiastic beginners.

Performance management

Managing performance involves understanding both an employee’s abilities and their willingness to perform. The matrix provides clarity on where support or adjustments are needed. For example,

• High performers should be recognized and challenged to maintain engagement and prevent stagnation.
• Employees with low will need conversations to identify disengagement causes, while those with low skill may require targeted training.

Regularly reviewing employee placement in the matrix helps managers track progress and adjust management approaches accordingly. By using the matrix, managers can have constructive, objective conversations about performance and create actionable improvement plans.

Enhancing onboarding and training programs

The onboarding process plays a vital role in setting new employees up for success. The matrix can be used to assess how prepared employees are and what level of support they need. For instance,

• Low skill, high will new hires are enthusiastic learners who will benefit from structured onboarding and mentorship programs.
• High skill, high will hires may require a fast-tracked onboarding process with early opportunities to contribute significantly.
• Employees showing low will may need culture integration sessions or clear communication about role expectations to boost engagement.

Using the matrix ensures that onboarding is tailored to individual readiness, reducing time-to-productivity and improving retention.

Planning succession and career growth paths

Succession planning is crucial for long-term organizational success. The Skill Will Matrix helps identify employees who are ready to take on leadership roles or grow into new positions. For instance,

• High skill, high will employees are strong candidates for leadership development programs or succession pipelines.
• Those with high will but lower skill may be nurtured through focused development plans to prepare them for future opportunities.
• Low will employees may need role realignment or motivational strategies to determine if they’re suitable for long-term growth.

The matrix supports data-driven decisions, ensuring that future leaders are identified and developed strategically.

Managing change and new initiatives

Organizational change initiatives often meet resistance to change or varying levels of acceptance across teams. The Skill Will Matrix helps managers anticipate reactions and plan accordingly. For example,

• High will employees can act as champions for change, influencing peers positively.
• Employees with low skill may resist due to fear of the unknown, highlighting the need for adequate change management training and support.
• Low will employees may require transparent communication, involvement in the change process, and incentives to gain buy-in.

Example of the Skill Will Matrix in Action

Here’s what a skill will matrix looks like in action.

Scenario:

Emma is a project manager leading a cross-functional team responsible for launching a new software product. With tight deadlines and varied tasks, she decides to use the Skill Will Matrix to allocate responsibilities and provide the right support to her team members: Alex, Daniel, John, and Lisa.

1. Alex – High Skill, High Will (Empowered Performer)

Characteristics:

• Alex has extensive experience in software development.
• He is proactive, highly motivated, and consistently delivers high-quality work.

Management Approach: Emma assigns Alex to lead the technical development of the software. She delegates tasks with minimal supervision, involves him in strategy discussions, and encourages him to mentor less experienced team members.

Outcome: Alex thrives with the added responsibility and helps streamline the technical workflow, ensuring the project stays on track.

2. Daniel – Low Skill, High Will (Enthusiastic Beginner)

Characteristics:

• Daniel is new to the company but eager to contribute.
• He lacks experience with the company’s project management tools but shows high enthusiasm.

Management Approach: Emma pairs Daniel with Alex for hands-on training and provides step-by-step instructions for smaller tasks like data entry and basic scheduling. Regular feedback sessions are set up to support his learning.

Outcome: Daniel quickly gains confidence, developing his skills while remaining highly motivated and engaged.

3. John – High Skill, Low Will (Reluctant Expert)

Characteristics:

• John is a skilled UX designer but has recently shown signs of disengagement.
• He finds the current project repetitive and lacks motivation.

Management Approach: Emma has a one-on-one conversation with John to understand his concerns. She reassigns him to design new features that require creativity and innovation, aligning with his interests. Additionally, she asks him to present his ideas to stakeholders, giving him a sense of ownership.

Outcome: John’s motivation improves as he works on more challenging tasks that leverage his expertise.

4. Lisa – Low Skill, Low Will (Disengaged Employee)

Characteristics:

• Lisa struggles with her marketing tasks and seems unmotivated.
• She has missed several deadlines and appears disengaged during meetings.

Management Approach: Emma conducts a direct but supportive conversation to identify the root cause. Lisa reveals she feels overwhelmed due to unclear expectations. Emma clarifies her role, sets clear, achievable goals, and assigns a mentor to guide her through essential marketing processes.

Outcome: With structured support and clearer direction, Lisa begins to improve her performance and shows gradual increases in motivation.

Final Takeaway:

By using the Skill Will Matrix, Emma effectively:

• Delegated complex tasks to high performers like Alex.
• Provided structured learning for enthusiastic beginners like Priya.
• Re-engaged skilled but disengaged employees like John.
• Supported struggling employees like Lisa with targeted interventions.

The result was a more productive, motivated, and cohesive team, leading to a successful product launch.

FAQs

1. What is the difference between Skill and Will?

Skill refers to an employee’s ability, knowledge, and expertise to perform a task, while will represents their motivation, enthusiasm, and commitment to completing the task.

2. How often should managers use the Skill Will Matrix?

Managers should use the Skill Will Matrix regularly, such as during quarterly reviews, at the start of new projects, or when employees take on new roles, to ensure they receive the appropriate support and challenges.

3. How does the Skill Will Matrix differ from a performance appraisal?

While performance appraisals focus on evaluating past performance, the Skill Will Matrix is a proactive tool that helps managers assess current skill and motivation levels to adjust management strategies in real-time.

4. What are some common mistakes to avoid when using the Skill Will Matrix?

Common mistakes include overgeneralizing employees, failing to reassess as skills and motivation change, using the matrix as a one-time tool instead of part of ongoing development, and misinterpreting low will as laziness rather than exploring underlying issues like engagement or unclear expectations.

Upskilling Clicks Better With Whatfix

The Skill Will Matrix is a valuable tool for evaluating team competencies, identifying skill gaps, and guiding strategic workforce planning. It helps organizations understand where employees need support, whether through skill development or motivational strategies. However, identifying these needs is only the first step. The next crucial phase is implementing an effective solution to bridge those gaps and maximize the impact of your learning and development strategy.

This is where Whatfix can help. As a leading Digital Adoption Platform, Whatfix enables organizations to deliver personalized, in-the-flow learning experiences that empower employees to upskill without disrupting their daily work. With Whatfix, L&D teams can create no-code, in-app guidance—including step-by-step walkthroughs, task lists, interactive tutorials, and self-help widgets—that overlay directly onto digital tools and applications. This ensures employees receive the right support exactly when they need it.

Whatfix also provides robust analytics capabilities, allowing organizations to track employee interactions with digital tools. By capturing data on software adoption, feature usage, and digital skill gaps, L&D teams can refine onboarding, training, and upskilling programs to be more targeted and effective. The result is faster proficiency, higher productivity, and improved ROI on training investments.

Want to make your employee development programs future-ready? Schedule a demo with Whatfix and see how seamless, contextual learning can drive real results for your organization!