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SKILL vs. WILL MATRIX

SKILL vs. WILL MATRIX. The Skill/Will Matrix . I ntroduced by Max Landsberg in his book, The Tao of Coaching . H as been widely accepted as is a useful method of ensuring that a coach’s style of interaction is matched to a coachee’s readiness for a particular task.

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SKILL vs. WILL MATRIX

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  1. SKILL vs. WILL MATRIX

  2. The Skill/Will Matrix • Introduced by Max Landsberg in his book, The Tao of Coaching. • Has been widely accepted as is a useful method of ensuring that a coach’s style of interaction is matched to a coachee’s readiness for a particular task. • Coaching takes place when there is a particular situation, issue or task that the coachee needs help with. • Requires a coach to assess the coachee’s level of skill for dealing with that situation, issue or task and also their level of will. • • Skill depends on experience, training and understanding. • • Will depends on desire to achieve, incentives, security and confidence.

  3. The Skill/Will Matrix cont. • Pros • Relatively simple tool • Leaders with good relationships should be able to use the matrix to determine the best fit for employee • Starts with an assessment and point toward what to do. • Cons • Very easy to allow prejudgment to bias first evaluation • Critical for first assessment to be fair and balanced

  4. SKILL vs. WILL MATRIX The matrix works by plotting the level of the coachee’s skill against their will, either high or low, in order to determine the appropriate style of interaction for the coach to adopt: High Will Low High Skill

  5. Low Skill, Low Will • Discuss what would motivate employee. Agree on what is possible. • Be clear regarding expected outcomes (goals) • Set clear rules, methods, and deadlines • Check for understanding • Give responsibility and authority for the pieces of tasks employee can do. • Structure tasks for quick wins • Identify and provide required training. • Provide frequent feedback. • Require frequent check-ins (verbal or written) but relax control as progress is shown. • Praise and reward for success • Direct

  6. Low Skill, High Will • Guide • Discuss why task is important and why employee is best choice. • Discuss what would motivate employee. Agree on what is possible. • Be clear regarding expected outcomes (goals) • Check for understanding • Give responsibility and authority because employee is competent • Provide frequent feedback. • Require frequent check-ins (verbal or written) • Praise and reward for success

  7. High Skill, Low Will • Be clear regarding expected outcomes (goals) • Discuss and set methods. • Check for understanding • Identify and provide required training. • Accept early mistakes as important "coaching" moments. • Give responsibility for the pieces of tasks employee can do. • Structure tasks to minimize possible risks to employee and company • Provide frequent feedback. • Require frequent check-ins (verbal or written) but relax control as progress is shown • Praise and reward for success • Excite

  8. High Skill, High Will • Delegate • Be clear regarding expected outcomes (goals) • Involve in decision-making • Frequently ask employee for opinions • Check for understanding • Give responsibility and authority because employee is competent and committed. • Provide feedback. • Ask for check-ins at key milestones or when employee has questions. • Praise and reward for success

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