Will or Skill: What Should Drive Us?

Sometimes employees underperform because they genuinely don’t have the necessary skillset to do the job, but most of the times they are provided with the tools and resources, knowledge and experience; but they lack the will to perform at the required level. As a leader, it is significantly easier to deal with a lack of skill, because with the positive attitude, mentoring and training, the employee is likely to meet and/or exceed the requirements of the position.

The bad news here is that some employees don’t see improving at all, but the reason they fail is not their lack of ability or potential; but their lack of willingness to fight. This lack of will is the cancer in the performance management process and irrespective of what support is provided to the employee, they just don’t have the will to succeed.

Understanding Will and?Skill

Will refers to an employee’s motivation, drive, and willingness to learn, adapt, and contribute to the organisation’s goals.It encompasses attributes such as passion, resilience, and a positive attitude. Employees with strong will are often self-starters who embrace challenges, seek feedback, and continuously strive to improve. They demonstrate commitment and perseverance, even when faced with obstacles.

Skill, on the other hand, refers to the technical knowledge, competencies, and abilities required to perform specific tasks or roles effectively. This includes technical proficiency, subject matter expertise (SME), problem-solving capabilities, and functional skills that enable employees to deliver quality work and meet performance expectations.

Prioritise Will

Prioritising will in employee development tells us that skills can be taught, but attitude cannot. Employees who possess the right mindset and intrinsic motivation are more likely to embrace learning opportunities, overcome setbacks, and actively seek growth. They are adaptable and open to change, which is particularly valuable in today’s fast-paced, technology-driven work environment where skills become outdated quickly.

When organisations focus on hiring for will, they prioritise attributes like curiosity, teamwork, resilience, and cultural alignment over purely technical capabilities. These employees tend to engage more deeply with organisational values and missions, making them valuable long-term assets who contribute not just through their work, but through their positive influence on team culture.

Prioritise Skill

On the other hand, prioritising skill makes sense in highly technical roles where immediate expertise is essential. For example, roles in medicine, engineering, software development, or financial analysis require a strong foundation of specialised knowledge that cannot be quickly acquired on the job. In such cases, hiring or developing employees with proven technical competence is critical to ensuring quality outcomes, regulatory compliance, and customer satisfaction.

Organisations that focus first on skill development invest heavily in technical training programs, certifications, and continuous upskilling initiatives. They recognise that in rapidly evolving industries, staying technically current is essential for maintaining competitive advantage. Employees with strong technical skills bring immediate value, enabling companies to deliver high-quality products and services without extensive onboarding.

Strike the Right?Balance

The reality is that both will and skill are not mutually exclusive. Effective employee development strategies recognise that both are essential for sustained success. The ideal balance often depends on the nature of the role, the organisational culture, and the broader industry context. In roles requiring high innovation, adaptability, and customer interaction, will often outweigh initial skill.

Employees with strong interpersonal and learning agility can quickly acquire technical competencies while contributing to a positive, collaborative work culture. Conversely, in roles requiring deep technical expertise, such as cybersecurity analysts or medical professionals, skill may take precedence initially. However, even in these cases, ongoing success often hinges on the employee’s willingness to contineous learning, adapting to new tools and techniques, and collaborating with others.

Strategies To Address?Both

Organisations that excel at employee development often implement blended approaches that cultivate both will and skillsimultaneously. This includes:

1. Hire for attitude and train for skill.
2. Creating a culture of continuous learning and emotional intelligence.
3. Offer mentorship programs for professional skills & personal attributes
4. Encourage cross-functional projects.

Summing It?Up

Ultimately, the question of whether will or skill should come first in employee development does not have a one-size-fits-all answer. Instead, it requires a nuanced approach that considers the nature of the role, the strategic goals of the organisation, and the evolving demands of the industry. In many cases, the most successful organisations prioritise willduring hiring and early development, while continuously investing in skill enhancement throughout the employee lifecycle.

By fostering a culture that values both learning agility and technical excellence, organisations can build effective teams that is not only capable but also motivated, engaged, and aligned with the company’s BIG Picture. In the end, the combination of will and skill?—?the right people with the right capabilities?—?creates the foundation for sustainable success and competitive advantage in a rapidly changing world.

About the?Author

Muhammad Sajwani is a C-Level HR, Transformation Leader, Board Advisor, Business Coach & Organisational Consultant and Managing Director, Evolve HR. He is an author, columnist and a contributor who besides writing for LinkedIn and Medium, also regularly writes for BizCatalyst 360 and has published around 500 articles. He brings along 30+ years of local & international experience. He is a change catalyst specialising in unleashing the human Dreamgenius through Leadership, Creativity and Change Management. Muhammad has been instrumental in helping organizations come to terms with organizational changes like right-sizing and business process re-engineering. His innovative approach & high personal competence encourages people to not only accept change, but also to excel in it. Muhammad has diverse experience in conducting strategic & management development programs, conferences & events for organisations across sectors. In recognition of his long outstanding services, Global HR Professionals?—?GHRP & Artificial Intelligence Community of Pakistan awarded him the “Lifetime Achievement Award” in the year 2024.