Skills And Motivation Matrix: Skills High 1-3, Low 2-4

Skills Motivation Matrixskillshigh1 3low2 4low Highmotivation1

Directions: You have been recently promoted to lead a new division of Company XYZ. This company is known for its team-oriented atmosphere, and your boss has raved about some of your natural leadership qualities. Your first task is to assemble the best team possible from the potential candidates listed below. An explanation of the skills–motivation matrix can be found on p. 39 in your textbook.

Read each description, and provide the following information in a two- to three- paragraph response for each candidate:

1. Classify each team member into one of the four matrix areas: high skills & high motivation, high skills & low motivation, low skills & high motivation, or low skills & low motivation.
2. Discuss the recommended action for each employee depending on his/her classification.
3. Distinguish if your role as the leader will be a facilitator, coach, or a combination of the two.
4. Examine which team competencies would benefit from shared leadership.

Paper For Above instruction

In forming an effective team for the new division at Company XYZ, understanding each employee's position within the skills-motivation matrix is vital. This matrix, as outlined on page 39 of the textbook, allows leaders to strategically manage team members based on their skills levels and motivation. Proper classification paired with appropriate management strategies ensures optimized team performance and development.

Alice exhibits high skills and high motivation. Her extensive knowledge, consistent results, and involvement in training initiatives highlight her as a key asset. She falls into the first quadrant of the skills-motivation matrix (high skills & high motivation). The recommended action for Alice is to empower her further by assigning her as a mentor or team leader for specific projects to leverage her expertise and motivate her through increased responsibility. As a leader, a role as a facilitator combined with coaching would be appropriate, encouraging her to share her skills and maintain her enthusiasm. Shared leadership in team competencies such as training, process improvement, and innovation would benefit from her skills, inspiring others and fostering knowledge transfer.

Bill demonstrates high motivation but has some lagging skills, indicating placement in quadrant two (high motivation & low skills). The recommended approach is to provide targeted training and development opportunities to enhance his skills, coupled with regular feedback to sustain his motivation. As a leader, adopting a coaching role would be beneficial, focusing on skill development and motivational support. Shared leadership could be particularly effective in areas such as task execution and peer support, where Bill's enthusiasm can boost overall team morale and productivity.

Chris has questioned skills and lacks drive, placing him in the low skills & low motivation quadrant (quadrant four). His positive interpersonal relationships suggest that a motivating environment combined with skill development could help improve his performance. The recommended action is to provide him with skill-building training while simultaneously addressing motivational factors through mentorship or positive reinforcement. As a leader, a facilitator with coaching elements can help engage Chris, fostering confidence and engagement. Shared leadership in social skills, team cohesion, and collaborative problem-solving can help him develop a sense of belonging and purpose within the team.

Doug shows eagerness to learn but only has moderate skills, suggesting placement in the low skills & high motivation quadrant (quadrant three). His participation in committees and desire to learn are positive indicators. The recommended approach is to tailor training programs that upgrade his technical skills while encouraging his continued motivation through meaningful tasks. As a leader, adopting a coaching role would help develop his capabilities, possibly complemented by facilitation to integrate him into team projects. Shared leadership in areas like learning and development, innovation, and team engagement would benefit from Doug’s enthusiasm, fostering a culture of continuous growth.

Erica, with high skills but declining results and questioned willingness, fits into the high skills & low motivation quadrant. This situation requires a dual approach: re-engaging her motivation through recognition or new challenges, and addressing any skill gaps or workload issues. The recommended action includes coaching sessions focused on goal setting and motivation, combined with skill refreshers if needed. Leadership should act as a facilitator for personal development and a coach to rekindle her commitment. Shared leadership in innovation, process ownership, and peer mentoring can help restore Erica's motivation and leverage her skills for team benefit.

Lisa exemplifies high skills and high motivation, making her a natural leader within the team (quadrant one). Her ability to learn quickly and her recognized leadership qualities suggest she can be a pivotal team member. The strategy involves empowering Lisa with leadership roles, mentoring responsibilities, and opportunities for strategic input. As a leader, combining facilitation and coaching styles will help her develop further while leading by example. Shared leadership in strategic planning, innovation, and mentoring can effectively harness her strengths, fostering a high-performing team atmosphere.

In conclusion, classifying team members within the skills-motivation matrix allows for targeted leadership strategies that enhance individual performance and collective team success. The roles of facilitation and coaching are crucial in adapting management approaches to each employee’s needs. Shared leadership in key competencies, such as training, innovation, and team cohesion, not only empowers individual members but also builds a resilient, adaptable team capable of meeting organizational goals.

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