7♥️  Motivating the team: Skill vs. will

One of our primary responsibilities as business leaders is to maximise the performance of our employees. We strive for all of them to excel consistently. While this is an ideal goal, I've never experienced a point in my career where I could confidently say that everyone was performing at their peak.

As a leader, it's essential to understand the reasons behind underperformance in your team. Identifying the root cause is crucial for developing effective strategies to improve performance.

Problem or challenge

Many leaders mistakenly attribute underperformance solely to a lack of skills or abilities. However, motivation plays an equally important role in determining an individual's success.

Complexities

Differentiating between skill-based and motivation-based issues can be challenging. It requires careful observation, open communication, and a deep understanding of your team members.

Solution

When evaluating someone's performance, consider the underlying cause of their underperformance. Is it a lack of skill or a lack of motivation?

If the issue is a lack of skill, provide training or development to equip them with the necessary abilities. If the skill is unattainable, consider redeploying them to a more suitable role.

However, motivation is also a crucial factor. Assess their willingness to succeed and understand any underlying reasons for a lack of motivation. Open conversations can reveal valuable insights.

Remember, even with the required skills, success is unlikely without motivation. Address their concerns and understand their driving factors. This can help you create a motivating environment.

If motivation remains elusive, question their continued presence in the organisation. Have a candid conversation about their future and explore potential solutions.

Consider alternative roles or support them in addressing external factors that may be affecting their motivation. Ultimately, your goal is to create a situation where they are both motivated and capable of success."

To address underperformance effectively, consider the following steps:

1. Assess skills and knowledge: Evaluate whether the individual has the necessary skills and expertise to perform their role.

2. Identify motivational factors: Understand the individual's motivations, values, and goals.

3. Address skill gaps: If skills are lacking, provide training, coaching, or mentorship.

4. Address motivational issues: If motivation is the issue, explore underlying factors such as job satisfaction, work-life balance, or recognition.

5. Create a supportive environment: Foster a positive and supportive work environment that encourages growth and development.

Benefits

By following this approach, you can:

• Improve performance: Address the root causes of underperformance and drive positive change.

• Retain talent: Keep your best employees engaged and motivated.

• Enhance team morale: Create a positive and supportive work environment.

• Foster a culture of growth: Encourage continuous learning and development.

Why it works

Understanding the difference between skill and will is essential for effective leadership. By addressing both aspects, you can create a more productive and engaged team.

Measurement

The effectiveness of your approach can be measured by:

• Improved performance: Track changes in productivity, quality, and other relevant metrics.

• Reduced turnover: Monitor employee retention rates and reasons for departures.

• Enhanced employee satisfaction: Conduct surveys or one-on-one meetings to gauge employee morale and engagement.

• Positive team dynamics: Observe changes in team collaboration, communication, and overall effectiveness.

My story

As I look back on my career I cringe. I can think of many situations where I got this wrong. People and managers not performing and me trying to fix the wrong problem. Fortunately I think one of my strengths was that I learn quickly. So I think I evolved from being a fact based ‘I know all the answers’ manager in my 20s evolved into a much more motivation centric leader in my 30s. Which helped and then in my 40s that I really began to understand the importance of being a leader that engages and motivates to create willing followers. I just wish I’d learnt even earlier! Which is of course why I share this. To help you learn from my mistakes.