Employee Will
Organizations are increasingly recognizing that employee performance is driven by two fundamental factors: will and skill. While skills represent what employees can do, will embodies what they want to do. This distinction, though seemingly straightforward, has profound implications for how we approach talent development, performance management, and organizational growth.
The Will-Skill Matrix: A Framework for Understanding Employee Potential
At its core, the will-skill matrix categorizes employees into four quadrants based on their relative levels of motivation (will) and capability (skill):
High Will, High Skill: These employees are your stars – motivated, capable, and ready to take on challenges. They drive innovation and excellence within your organization.
High Will, Low Skill: These employees show tremendous enthusiasm and commitment but may lack the necessary capabilities. They represent untapped potential that can be developed through targeted training.
Low Will, High Skill: These employees possess impressive capabilities but lack motivation. Their technical expertise is valuable, but their potential contribution is limited by their diminished engagement.
Low Will, Low Skill: These employees face challenges both in terms of motivation and capability. They require comprehensive intervention strategies to improve performance.
While skills represent what employees can do, will embodies what they want to do.
The Science Behind Will and Skill
The will-skill distinction is grounded in established psychological principles. Skill development follows learning theory principles, where capabilities are built through instruction, practice, and feedback. Meanwhile, will is rooted in motivation theory, particularly self-determination theory, which suggests that motivation flourishes when employees experience autonomy, competence, and relatedness.
Understanding this psychological foundation helps us appreciate why treating will and skill deficiencies with the same approach is ineffective. A training program may address a skill gap but will do little to ignite passion in a demotivated employee. Conversely, motivational incentives won't help an employee who simply lacks the technical knowledge to perform effectively.
Skill development follows learning theory principles, where capabilities are built through instruction, practice, and feedback. Meanwhile, will is rooted in motivation theory, particularly self-determination
Diagnosing Will vs. Skill Issues
Before implementing any development strategy, leaders must accurately diagnose whether they're facing a will issue, a skill issue, or both. Several indicators can help with this assessment:
Skill Deficiency Indicators:
Inconsistent performance despite effort
Misunderstanding of processes or requirements
Inability to explain how to accomplish tasks
Performance improves with guidance and instruction
Will Deficiency Indicators:
Capable performance in some contexts but not others
Disengagement from team activities and organizational mission
Resistance to taking on new challenges despite demonstrated capability
Inconsistent application of known skills
Leaders should approach this diagnosis through careful observation, performance data analysis, and meaningful conversations with employees about their experiences and challenges.
Developing Skill: Learning
Skill development is about building capabilities through structured learning experiences. Effective skill development strategies include:
Personalized Learning Pathways: Rather than one-size-fits-all training, organizations should create individualized development plans that address each employee's specific skill gaps.
Experiential Learning: Research consistently shows that adults learn best by doing. Project-based learning, simulations, and on-the-job training often prove more effective than passive instruction.
Continuous Feedback Loops: Skill development accelerates when employees receive timely, specific feedback about their performance. This feedback should be frequent, focused, and forward-looking.
Mentorship and Coaching: Pairing less experienced employees with seasoned professionals creates knowledge transfer channels that build both technical and contextual skills.
Cultivating Will: Motivation
Unlike skill development, enhancing will requires addressing the psychological factors that drive engagement and motivation:
Purpose Connection: Employees are more motivated when they understand how their work contributes to meaningful outcomes. Leaders should regularly connect individual tasks to larger organizational mission and impact.
Autonomy Enhancement: Research shows that employees who enjoy autonomy in how they accomplish their work demonstrate greater motivation and creativity. Focusing on outcomes rather than processes can foster this sense of ownership.
Recognition Systems: Acknowledging employee contributions reinforces the behaviors organizations want to encourage. Recognition should be specific, timely, and aligned with individual preferences.
Growth Opportunities: Employees are more engaged when they see a path forward. Career development discussions should be regular occurrences, not just annual review topics.
Psychological Safety: Employees show greater will when they feel safe to take risks and share ideas without fear of humiliation or punishment. Leaders must actively cultivate environments where calculated risks are encouraged.
The Integration Approach: Addressing Will and Skill Together
While we've examined will and skill separately, the most effective talent development strategies address both dimensions cohesively:
Strength-Based Development: Building on existing areas of both high will and high skill creates positive momentum that can spill over into areas needing development.
Feedback Culture: Organizations that normalize constructive feedback create environments where both will and skill flourish. This feedback should address both technical performance and engagement factors.
Leadership Development: Leaders who understand the will-skill distinction are better equipped to diagnose performance issues accurately and implement appropriate interventions.
Organizational Systems Alignment: Recruitment, performance management, compensation, and promotion systems should all reinforce the importance of both will and skill.
The Future of Will and Skill in a Changing Workplace
As work continues to evolve, the will-skill distinction becomes even more critical. In knowledge-based economies where discretionary effort often determines success, will increasingly becomes the differentiating factor between average and exceptional performance.
Understanding and addressing the will-skill distinction represents a fundamental leadership responsibility. By accurately diagnosing performance issues, implementing targeted interventions, and creating environments where both will and skill can flourish, leaders unlock their organizations' full potential.
The rise of artificial intelligence may automate certain skills but cannot replace the uniquely human qualities of intrinsic motivation, creativity, and commitment. Organizations that invest in cultivating employee will while developing critical skills position themselves for sustainable success in this changing landscape.
Understanding and addressing the will-skill distinction represents a fundamental leadership responsibility. By accurately diagnosing performance issues, implementing targeted interventions, and creating environments where both will and skill can flourish, leaders unlock their organizations' full potential.
The most successful organizations of the future will be those that recognize that excellence requires both the capability to perform and the desire to excel. By intentionally developing both dimensions, leaders create workplaces where employees can contribute their best work while experiencing fulfillment and growth.
