Coaching with the Skill/Will Matrix

In the long run, organizations want to build leaders by distributing work as much as possible. This will help executives have guidelines for adjusting management methods to be in line with each situation effectively. Helps save time You can also develop yourself and your team to grow together with the organization.

            Coincidentally, I came across an old book. I bought it in 1996 called The TAO of Coaching by Max Landsberg. When I read it again, it still felt fun and modern. Suitable for executives who want to learn about people management. and easy-to-understand coaching techniques and can be used immediately Therefore, some contents are brought to tell each other.

This book emphasizes that Coaching skills are an important quality that is indispensable for leaders. and compare coaching with Taoist philosophy With the principle that Coaching brings two benefits at the same time, like a coin that has two sides.

1. Helping others develop and grow By developing the skills and abilities of people who work with us.
2. Increasing effectiveness as a leader By distributing work to those we have helped them to have higher abilities.

            This is because coaching aims to promote efficiency in work performance and develop the learning ability of others. Those who are coaches must therefore have certain character traits and basic skills. This is something that can be practiced, for example:

            – Asking questions to be precise and to the point. Coaching focuses on asking questions. more than telling in order to achieve deeper learning

            – Listening intently in order to understand completely both what the speaker has said and what has not been said.

            – clear reflection Both in the positive and negative aspects To improve to reach the desired results

            – Be emotionally intelligent To understand and know the hearts of others Don't judge by your own point of view.

            There are many types of coaching styles. But one technique that this book recommends is Proper match between the coach's management style and the coachee's readiness. In order to create one of the results, that is the "Skill/Will Matrix" which can be easily translated to mean the relationship between skill and will.

            The key to using a structured coaching model There are two challenges to “skill/will”: First, we must seriously determine whether Coach recipient What skills and determination do you have? The second is The coach himself must adjust his coaching style accordingly. When the coachee has improved in any aspect.

            In diagnosing whether the coachee has high or low skills and determination. It must be considered only for the specific tasks that will be completed. Therefore, one person may have different readiness for each task.

– Skill (Skill) Depends on experience, training, understanding, and awareness of responsible roles.

– Intention (Will) It depends on the desire to achieve success, incentives, stability, and confidence.

            Once the readiness of the coachee has been identified in terms of skills and intentions, Those who coach choose to use a consistent coaching style. Which can be divided into 4 types as follows:

Type 1: Command method (Direct) For those with low skills and low willpower (Low Skill/Low Will) Focus on clear instructions

– Start by creating an intention first. Explains information clearly and concisely. Find motivation and help him visualize his future work.

– Continue with building skills Structure tasks that can be easily completed. along with coaching and training

– and keep the intention Provide consistent reflection Give praise and support work

– but supervised with strict controls There are rules that must be followed. and there is a clear deadline for completion.

            People in this group It may be an employee who is not willing to develop himself. Don't like to learn new things Working without expecting progress

Type 2: Guidance method (Guide) For those with low skills and high determination (Low Skill/High Will) Focus on giving guidelines

– Invest time initially in coaching and training. Answering questions and explaining

– Create a risk-free environment who agree to learn "mistakes" early on

– relax control When you see progress

            People in this group Maybe a new employee or employees who want to create a new job role But I don't know what to do.

Type 3: How to encourage and support (Excite) For those with high skills and low willpower (High Skill/Low Will) Focus on motivation

– Identify the reasons for low commitment, such as job descriptions and management styles. or personal problems

– Motivate effectively By analyzing important affecting factors including attitudes.

– Follow up and evaluate to reflect back on creativity.

            People in this group May be an employee with a lot of knowledge and experience Being proud but sluggish or resistant to change

Type 4: Method of distributing work (Delegate) For those with high skills and determination. (High Skill/High Will) Focus on providing flexibility and power.

– Provide freedom to work Set objectives but not methods. Don't ignore compliments.

– Promote responsibility to be involved in decision making Give an opportunity to express your opinions.

– Take appropriate risks. Do tasks that require a higher effort. And don't manage more than necessary.

            People in this group They are often employees who want to advance and inspire others. Be committed to success

           In the long run, organizations want to build leaders by distributing work as much as possible. The structure considers both skill and intention. It will provide executives with guidelines for adjusting management methods to be in line with each situation effectively. This will help save time. You can also develop yourself and your team to grow together with the organization.