The 2 x 2 matrix is the swiss army knife all framework geeks love: today, we’re diving into four of our favourites from the talent realm, all focused on making us better managers and leaders.
(1) What is Will & Skill?
When managing others or ourselves understanding Will & Skill is as foundational as it gets: for a given role, does somebody have a) the motivation and b) the capabilities to perform their responsibilities well?
Will & Skill is especially useful as a first step when someone’s performance isn’t meeting expectations. Typically, there’s a gap in one or both dimensions and, as illustrated in the graphic below, our management approach should adapt accordingly. If there’s no gap, it could signal a higher-level issue: perhaps our strategy needs refining, or the role’s responsibilities aren’t entirely clear for a talented, motivated performer?
(2) What is Confidence & Competence?
Closely connected to Will & Skill, the Confidence & Competence matrix delves into aligning how people perceive their abilities with their actual skill levels. Where confidence introduces the element of self-efficacy - do they believe in their capabilities?
As Henry Ford famously said, “Whether you think you can or think you can’t, you’re right.”
Confidence & Competence starts with our basic 2 x 2 here and then expands to get more nuanced:
Building on this basic framework, Professor Adam Grant, in Think Again, digs into how different levels of confidence and competence play out in the workplace, with the goal of avoiding the overconfidence of Armchair Quarterback Syndrome or the underconfidence of Imposter Syndrome:
A final, more nuanced take on Confidence & Competence comes from the “Dunning-Kruger effect,” which highlights that those with low competence often overestimate their abilities. Here’s where we get the iconic path of climbing “Mount Stupid,” then abruptly realizing we don’t know it all, and then finding equilibrium over time:
(3) What is Situational Leadership?
Developed by Paul Hersey and Ken Blanchard, Situational Leadership blends elements from both Will & Skill and Confidence & Competence. This model suggests that effective leaders adapt their management style based on their team members’ readiness and needs. Specifically, Situational Leadership breaks down our approach across two axes:
- Directive Behaviour: How much direction does the individual need?
- Supportive Behaviour: How much hands-on support should we provide?
Overall, this model offers more depth than the standard 2x2, charting a course from “Directing” for less mature teams and team members to reaching “Delegating” when they’re more mature.
(4) What is Radical Candor?
Finally, we come to Radical Candor, a framework made famous by former executive Kim Scott. She advocates for a two-pronged approach to management: show personal care while directly challenging your team members. As seen in the image, the upper-right quadrant of “Radical Candor” is the sweet spot, where direct challenge and personal care align, and “Manipulative Insincerity” is what we’re striving to avoid at all costs:
How do we use these Top Talent 2 x 2s?
James:
I’ve used all these frameworks over the years, but I find myself returning to Will & Skill most often. Although I’d like to think I’ve learned some management skills along the way, I’ve found Low Will far more challenging than Low Skill. It’s so much more motivating to work with somebody who’s curious and enthusiastic versus trying to reignite passion in a “Skilled Skeptic.”
In addition, if I think back to the hypergrowth “good old days” of LinkedIn, the High Will folks adapted and learned so quickly that they became High Skill at lightning speed. A role can sometimes require that we hire for established skill, but, generally, I default to betting that drive and curiosity lead to “figure-out-ability” and fast skill acquisition.
John:
A great lesson I learned early in my management career is that great people management starts with self-awareness. While these are all frameworks that are helpful for managing others, it’s helpful to start by placing yourself.
We often lead the way we want to be led which isn’t always what our teammates need. It reminds me of the difference between the Golden Rule and the Platinum rule: treating others as you want to be treated sounds good in theory, but treating others as they want to be treated is better in practice.
James:
Considering Confidence & Competence, Imposter syndrome is especially interesting to me because I know how common it is, but I’ve never really felt it myself - cue jokes about my permanent residence on “Mount Stupid.” Therefore, I have to really dial up my compassion focus to think about what it feels like for those who do.
I loved every page of Adam Grant’s “Think Again,” especially because it argues, based on research, that high achievers tend to show more vs less impostor syndrome. Perhaps they’re succeeding not despite their doubts but because they’re driven by their doubts.
John:
A ProTip from our previous Blueprinter, Jenna Buffaloe, of 5 Steps for Speaking Up fame: if you struggle with imposter syndrome and it holds you back from speaking your mind, start with some “meta-speak”. E.g., “I’m unsure if I should say this but I’m going to say it anyway…” or “my gut is telling me…” or “this is not a well-informed perspective, but…”. This helps you participate in the conversation without showing false confidence.
James:
I love Jenna’s counsel. Speaking of counsel I love, Radical Candor is the framework that I wish I’d read about when I started managing - it didn’t get published until 2017 - not only with my direct reports but also with cross-functional teams.
I always found it pretty easy to Challenge Directly - sometimes with negative consequences because it was too much - but the Care Personally was always harder, not because I didn’t care, but because I didn’t show that I cared; I was overly impatient to get down to work vs spending more time getting to know the person more broadly.
Over time, I’ve learned that performance starts with the person - and it’s fitting that 5 of the 6 letters in ‘person’ are also found in ‘performance’.
John:
I can’t help but think we need a 2 x 2 matrix to categorize our love for 2 x 2 matrices. Since you can have too much of a good thing, how about our axes are “Usage of 2 x 2s” and “Insufferability about using 2 x 2s.” Per below, it’s one of the few 2 x 2s where you actually don’t want to be in the top right, and I hope the two of us qualify as Matrix Maestros ;)
Want to learn more?
WANT TO GO DEEPER ON THESE TOP TALENT 2x2s?
Professor Adam Grant’s “Think Again” - highly recommended - digs into Competence & Confidence; here’s James’s What’s the So What write-up of the full book:
Kim Scott’s “Radical Candor” is also a full read we highly recommend; here’s the What’s the So What:
Finally, Andy Grove’s “High Output Management” is the bible for all things managing people, including several elements of Will & Skill and overall Competence; again, James’s What’s The So What:
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