Employee performance is the lifeblood of any successful organization. However, not all employees bring the same levels of skill and motivation to the table. Understanding and identifying where your team members fall on the spectrum of willingness and ability is crucial for effective leadership, team development, and organizational success.
The Two Critical Dimensions: Willingness and Ability
When assessing employee performance, it helps to simplify the process into two core factors:
- Willingness: The motivation, drive, and enthusiasm an employee shows toward their tasks and responsibilities (related to Attitude on the Core Competencies chart).
- Ability: The skills, knowledge, and competence an employee demonstrates in executing their tasks effectively.
By evaluating employees along these two dimensions, leaders can better diagnose performance issues and design appropriate support strategies.
The Four Employee Types
Combining willingness and ability creates four distinct employee profiles:
1. Willing and Able (Strong Performers)
Characteristics:
- Highly motivated and competent
- Proactively seek opportunities to contribute
- Solve problems independently and add value beyond their job description
Management Approach:
- Empower them with autonomy
- Challenge them with growth opportunities
- Provide them with frequent positive feedback
- Recognize and reward their contributions
- Consider them for leadership development programs
Example:
Emma consistently exceeds her sales targets, eagerly learns new techniques, and mentors junior teammates without being asked.
2. Willing but Unable (Untrained)
Characteristics:
- Eager to learn and contribute
- Lack necessary skills, experience, or knowledge
- Open to feedback and training
Management Approach:
- Provide structured training and mentorship
- Set clear, achievable milestones
- Offer frequent feedback and encouragement
- Be patient — with support, they often grow into top performers
Example:
James enthusiastically volunteers for projects but often struggles to meet technical expectations due to lack of experience.
** Managers should invest the majority of their time on Willing employees (the green boxes in the graph). Those who are willing are the best investment for your time and energy.
3. Unwilling but Able (Resistant / Unispired)
Characteristics:
- Possess the required skills but show lack of motivation
- May resist change, take shortcuts, or underperform
- Often a cultural or engagement issue rather than a skills gap
- High risk to team morale and productivity if not addressed as these folks can spread discontent
Management Approach:
- Identify root causes: burnout, misalignment with values, lack of recognition, etc.
- Re-engage them through open conversations about career goals and motivations
- Set clear performance expectations and consequences- and hold them accountable
- If no consistent improvement, consider role changes or disciplinary action
- Be aware these folks tend to improve and then backslide when you think everything is on the mend – Insist on long term improvement
Example:
Sarah produces excellent work but only when closely supervised, and shows visible frustration during team meetings.
4. Unwilling and Unable (Likely Needs To Exit)
Characteristics:
- Lack both the motivation and the skills necessary
- Frequently miss deadlines, resist feedback, and show little interest in improvement
- Risk to team morale and productivity if not addressed
Management Approach:
- Initiate direct conversations focused on performance gaps
- Provide clear, structured improvement plans with timelines
- Offer support, but be realistic — if performance doesn’t improve, this employee should be terminated in accordance with your state’s requirements
- Protect team integrity by addressing underperformance decisively
Example:
Mark consistently misses project goals, avoids training sessions, and displays little concern for quality or teamwork.
Conclusion: Diagnose Before You Act
Before jumping to conclusions about an employee’s performance, it’s important to diagnose whether the issue lies in willingness, ability, or both. Once leaders correctly identify where an employee stands, they can tailor their approach — providing support, encouragement, intervention, or corrective action as needed.
Managing employee performance isn’t just about evaluating output; it’s about understanding people and unlocking their potential wherever possible.
By mastering the art of identifying willingness and ability, organizations can build stronger, more engaged, and high-performing teams.
