Creating high performing teams.

I read a bad take on working from home, trust and micro management the other day, which prompted me to quickly compose this discussion on the Willing and Able matrix.? To mind, this appears to explain how we can trust direct reports, and managers, how we should treat/be treated, and how working from home is never going to be a one-size-fits-all approach.

Why High-Performing Teams Need "Willing and Able" People

Ever worked on a team where everything just clicks? Where everyone not only knows their stuff but is genuinely enthusiastic? That’s the magic of having a team full of “willing and able” people—those who are both motivated to do the work and equipped with the skills to do it well.

But here’s the catch: teams like this don’t just happen. They’re built. It takes deliberate leadership, a culture of support, and a focus on cross-skilling to create that sweet spot where people feel both capable and empowered.

What Is the Willing and Able Matrix?

The Willing and Able Matrix is a simple way to think about where your team members stand when it comes to getting the job done. It breaks down into four groups, usually each being represented as a quadrant on a square (although honestly, the diagram is to appease the PowerPoint Gods – there’s no need):

Willing and Able: These are the dream team members—motivated, skilled, and ready to take on challenges without much hand-holding.

Willing but Unable: They’ve got the enthusiasm but lack the skills or knowledge (for now!).

Unwilling but Able: Skilled, but not feeling it—maybe because of burnout, disengagement, or unclear goals.

Unwilling and Unable: Struggling in both motivation and capability.

The ultimate goal? Build a team where everyone is both willing and able for all the normal tasks in their roles. But to get there, you need a plan.

To be clear, the willing and able matrix doesn’t apply to people, it applies to people for a given task.? Event astoundingly talented staff will have weaknesses – in those cases, they are likely willing and unable.

Why Cross-Skilling is Non-Negotiable

One of the best ways to move people from “unable” to “able” is through cross-skilling. When team members learn each other’s roles, you’re not just creating backups for when someone’s out—you’re building a more adaptable, resilient team.

Cross-skilling also boosts confidence. People feel more capable when they know they can manage tasks outside their usual scope. And that confidence translates to a willingness to step up when it counts.

Here’s the best part: teams that embrace cross-skilling tend to perform better under pressure. In fact, studies show that cross-trained teams are more agile and deliver better results, especially in challenging environments.

Supportive Cultures Make It Happen

Creating a supportive culture is a foundation for building a “willing and able” team. It’s about making people feel safe to learn, fail, and grow. Here’s how you can do it:

Celebrate Effort AND Results: Acknowledge when people put in the work, not just when they hit targets.

Give Constructive Feedback: Be clear about what’s working and what needs improvement. No one grows without feedback.

Foster Psychological Safety: Let people ask questions or admit mistakes without fear of judgment.? This is especially true when performing a Post Incident Review (PIR) – these must be on a no-fault basis, otherwise you won’t learn the correct lessons, and the same incident will repeat in the future.

Did you know that companies with highly engaged employees are 21% more profitable? Engagement starts with creating a culture where people feel supported and valued (source: Gallup’s workplace studies).

The Mentoring Balancing Act: When to Step in and When to Let Go

Mentoring plays a massive role in moving people up the matrix. But there’s a fine line between helping and hovering.

Know When to Step Back: For your “willing and able” people, give them the autonomy to shine. Over-managing can kill creativity and make them feel undervalued.

Be Direct When Needed: For “willing but unable” team members, a structured approach to mentoring is key. Teach them the ropes, but make sure they feel encouraged, not overwhelmed.? Sometimes you will want to encourage the “see one, do one, teach one” mentality, deliberately walking the unable through each step.? Sometimes you trust them to find the answer by themselves, and may say “Google it, and we can discuss when you think you have the answer”. ??Your response will be based on time pressure, and potential risk.

Reignite the Spark for the Unwilling: Sometimes, “unwilling but able” folks just need to reconnect with the bigger picture. Ask them: What’s holding you back? Often, it’s a fixable problem like unclear expectations or a misalignment of goals.? Unwilling staff with a history of being willing may be having personal troubles – you may be able to act as a sounding board, refer them to Employee Assistance Programs, or just wait it out, knowing your patience will result in them returning to willing state over time.

Managers who strike this balance are more likely to keep talent, avoid burnout, and build trust within their teams. In fact, employees with supportive managers are 70% less likely to experience burnout (source: Harvard Business Review).

The Big Picture: Building a "Willing and Able" Team

Getting everyone to the “willing and able” quadrant isn’t about perfection—it’s about progress. It takes time, patience, and a commitment to continuous improvement. But when you get it right, the results are incredible:

·???????? Teams become more adaptable.

·???????? Workflows are more efficient.

·???????? People feel more engaged and empowered.

It all comes down to this: high-performing teams don’t just show up. They’re built through cross-skilling, mentorship, and creating an environment where people feel safe and supported.

So, here’s my question for you: What’s worked for you in building a team of “willing and able” people? How have you navigated the challenges of mentoring and cross-skilling? Let’s share ideas and grow together!

Sources:

Engagement and profitability stats: Gallup. Link here.

Burnout stats: Harvard Business Review. Link here.

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