Eric Partaker on Tailoring Leadership: The Skill/Will Matrix for High-Performing Teams

In a recent LinkedIn post, Eric Partaker, a coach with experience guiding over 650 CEOs, highlights a common pitfall among leaders: managing every team member identically. Partaker emphasizes that truly effective leaders differentiate their approach based on individual team members’ capabilities and motivation. He introduces the Skill/Will Matrix, developed by Max Landsberg, as a practical tool for this purpose.

According to Partaker, this matrix plots individuals based on two key dimensions: skill (their expertise and experience) and will (their motivation and drive). This framework categorizes team members into four distinct profiles, each requiring a tailored leadership response.

“The leaders with the strongest teams refuse to manage everyone the same way. They diagnose each person individually and adjust their approach to fit.”

Understanding the Four Team Member Profiles

Partaker details the characteristics and recommended leadership strategies for each of the four quadrants:

Top Performers (High Skill, High Will)

These individuals are described as the backbone of a successful company, consistently delivering results and inspiring others. Partaker advises leaders to:

• Build the future of the company around them.
• Grant them ownership and seek their input.
• Continuously raise expectations.
• Recognize their contributions frequently.

However, Partaker cautions against overloading them simply because they can handle more work. He advocates for a balance of challenging them while also investing in their development.

High Potentials (Low Skill, High Will)

This group is characterized by eagerness and a strong desire to grow, though they may lack the necessary skills initially. Partaker suggests the following for developing them:

• Provide consistent coaching.
• Break down tasks into manageable steps to achieve small wins.
• Celebrate their progress, not just perfection.
• Pair them with a mentor for guidance.

Partaker sees these individuals as potential future Top Performers if nurtured correctly.

Disengaged Experts (High Skill, Low Will)

This segment presents a unique challenge, as individuals possess the skills but lack motivation. Partaker notes that this disengagement can stem from boredom, burnout, or feeling outgrown by their current role. His recommended approach includes:

• Investigating the root cause of their lack of motivation.
• Reconnecting them with the company’s mission.
• Adjusting their responsibilities or goals.
• Setting a clear timeline for improvement.

If these steps do not yield positive changes, Partaker suggests that the leader has their answer regarding the individual’s future with the team.

Low Performers (Low Skill, Low Will)

These individuals, according to Partaker, tend to drain the energy of the rest of the team. He asserts that:

“Low Performers drain energy from the rest of the team. They lack the skill and the drive to build it.”

Partaker’s strategy for this group involves setting clear expectations, offering one opportunity for improvement, and facilitating a respectful exit if standards are not met. He argues that retaining consistently low performers sends a message that the company’s standards are flexible.

The Compounding Effect of Focused Leadership

Partaker acknowledges that team members may not always fit perfectly into these categories and that skill and will can fluctuate over time. The core principle of the Skill/Will Matrix, as he explains, is to adapt leadership strategies to each person’s current situation.

“The point of the matrix is to lead each person according to where they are right now. That’s where your energy compounds,” Partaker writes, underscoring the efficiency and impact of personalized leadership.

The thought leader also shared resources for those interested in learning more, including a free masterclass on building high-performing teams and a downloadable PDF of the Skill/Will Matrix Cheat Sheet.