Skills Motivation Matrix: Skills High 1 3 Low 2 4 Low High M

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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 format:

1. Classify each team member into one of the four matrix areas.
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.

Candidate Descriptions:

• Alice: Alice has been a great asset since joining Company XYZ. She is responsible for improving old processes and is involved in many training initiatives due to her extensive knowledge and skills. Alice consistently provides great results and strives to do her best.
• Bill: Bill has shown that he will do whatever it takes to contribute to the team, often going the extra mile. However, his results are sometimes inconsistent due to lagging skills.
• Chris: Chris has not displayed much drive, and his skills have been questioned by other members. Despite this, he gets along well with everyone.
• Doug: Doug is eager to learn, having joined three committees within a year, believing it will give him more knowledge. He has shown some improvement but needs more training in key areas.
• Erica: Erica demonstrates potential but has experienced a recent decline in results. Her skills are recognized, but her willingness to perform at a high level has been challenged.
• Lisa: Lisa is a top performer and seen as a natural leader by many employees. She is always willing to learn new tasks and masters them quickly.

Paper For Above instruction

The skills-motivation matrix is a strategic tool used in leadership to assess and categorize team members based on their skills and motivation levels. This matrix divides individuals into four quadrants: high skills-high motivation, low skills-low motivation, high skills-low motivation, and low skills-high motivation. Proper classification allows leaders to tailor their management style to each team member's needs, optimizing team performance and development. For the team building exercise at Company XYZ, understanding where each candidate fits into this matrix is crucial for deploying appropriate leadership approaches and fostering a productive environment.

Firstly, Alice can be classified into the high skills-high motivation quadrant. Her extensive knowledge, consistent results, and proactive involvement in training initiatives demonstrate her competency and enthusiasm. As a leader, recognizing Alice as a "star performer" suggests her potential for mentoring others and taking on increased responsibilities. A leadership approach that emphasizes empowerment and coaching would further leverage her strengths, motivating her to serve as a role model within the team. Facilitating her autonomy can stimulate continued high performance and innovation.

Bill's classification leans toward low skills-high motivation, given his willingness to contribute despite inconsistent results due to skill gaps. Here, a supportive leadership style that includes coaching, training, and skill development would help enhance his performance. Recognizing his eagerness and dedication enables the leader to foster motivation while improving competencies. Engaging Bill as a team contributor who receives targeted guidance will give him confidence and enable him to perform more consistently. His motivation can potentially inspire others with similar levels of commitment but lacking skills.

Chris, exhibiting low skills and low motivation, falls into the least desirable quadrant. Despite his amicability, his lack of drive and questioned skills indicate a need for intervention. The recommended action involves a combination of facilitation and coaching, with continual motivation efforts to rekindle interest and a focus on skill development. It might be beneficial to set clear, achievable goals for Chris and provide mentorship opportunities. If these measures do not improve his engagement, reassessment of his role in the team may be necessary, emphasizing the importance of aligning responsibilities with his abilities and motivation.

Doug's profile suggests a high skills but low motivation classification. His eagerness to learn and recent improvements indicate existing competency levels, but his motivation to excel still requires nurturing. As a leader, employing a facilitative role that offers opportunities for growth, recognition, and meaningful engagement will help boost his motivation. Assigning him challenging tasks aligned with his interests and providing positive reinforcement can encourage greater involvement. Developing his intrinsic motivation will enable him to perform at his full potential and become a resource for peer development.

Erica, with steady skills but a recent decline in results, fits into a high skills-low motivation category. The focus here should be on re-engagement strategies, such as providing feedback, aligning tasks with her interests, or clarifying her career development path. A leadership approach combining facilitation with coaching can help address her motivational shortcomings and stabilize her performance. Recognizing her contributions and creating a supportive environment will help regain her commitment and restore her productivity levels.

Lastly, Lisa exemplifies high skills-high motivation, often regarded as a natural leader. Her quick mastery of new tasks and high performance suggest that she can assume a mentorship role and aid in developing other team members. Facilitating her leadership capabilities by involving her in decision-making and empowering her to lead initiatives will benefit the team. Leveraging shared leadership in areas where her skills and influence can inspire others will cultivate a collaborative and motivated team environment.

In conclusion, understanding the distribution of team members within the skills-motivation matrix informs effective leadership strategies. Leaders at Company XYZ should tailor their approach—ranging from coaching, facilitation, mentorship, to delegation—based on each individual’s quadrant. Employing shared leadership for those with advanced skills and motivation, like Lisa, can foster a collaborative environment that promotes growth and engagement across the team. Recognizing and adapting to these classifications supports optimal team performance, aligns individual development with organizational goals, and sustains a positive team-oriented culture.

References

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