Developing People:


Skill / Will Matrix

Selecting an Appropriate Coaching Style

Adapted from The Tao of Coaching, Max Landsberg

"No person can be a great leader unless he takes genuine joy in the success of those under him." ~ W.A. Nanc

Details on Applying the Skill / Will Matrix

  1. Direct

    1. Build the will

    2. Build the skill

    3. Sustain the will

    4. Supervise closely with tight control and clear rules/deadlines

  2. Guide

    1. Provide initial guidance

    2. Create a risk-free environment: there is no failure only feedback

    3. Relax control as progress is shown

  3. Excite

    1. Identify reason for low will

    2. Identify motivators and motivate

    3. Monitor, measure performance, and feed back

  4. Delegate

    1. Empower provide freedom to do the job

    2. Encourage player to take responsibility

    3. Take appropriate risk give more stretching tasks

 Discover more!


Coaching Spectrum: The Ask/Tell Repertoire

Structuring a Coaching Session the GROW Model

Instant Payoff Coaching

Feedback Is Your Elevator To Success

Bad Feedback vs. Good Feedback: Helpful Hints


Situational Leadership

Why Skill/Will Matrix?

If you assigned a task to someone and the job does not quite get done well enough, one of the most likely reasons is that:

  • you have delegated the task to someone who is unwilling or unable to complete the job, and have then remained relatively uninvolved or 'hands-off', or

  • you may have been too directive or 'hands-on' with a capable person who was quite able to complete the assignment with little assistance from you; you just ended up demotivating him/her.

Consequently, whether you are managing, or leading, or coaching, it is critical to match your style of interaction with the player's readiness for the task. The Skill/Will Matrix will help you do this.

Balanced Organization: 5 Basic Elements

Fire (Leadership):






  1. The Tao of Coaching, Max Landsberg

  2. How To Be Better at Delegation and Coaching, Tony Atherton

  3. Your People Skills,  Vadim Kotelnikov

  4. New Management Model, Vadim Kotelnikov