USING THE MATRIX TO CLASSIFY DIRECTORS

As a S&C coach, communicating effectively with a department director is crucial for the success of the individual coach, S&C department, and club overall. The director is charged with building a staff capable of realising the vision and mission of the department within the context of the organisation; therefore, effective communication with the director ensures personal plans and actions align with overall organisational goals. By applying the Skill-Will Matrix, a coach better understands a director's capabilities and motivations; tailoring their communication strategies fosters a productive relationship and ensures proper alignment.¹

High Skill/High Will (HS/HW)
A director in this quadrant is a valuable asset for coaches at any level, as they have the desired skill set to provide value and are intrinsically inclined to do so. A potential negative in this scenario is that the director will function independently without the continued input of the S&C staff. Here, an S&C coach should leverage their director's expertise and enthusiasm to drive the larger team forward, approaching work collaboratively, delegating items for buy-in, and allowing for regular feedback opportunities. For example, instead of proposing an entire programme, it can be effective to supply excerpts and actively seek feedback that caters to the director’s specific skill set. Emphasising collaborative goal-setting and long-term planning through strategic discussions can reduce the chances of the director advancing independently of the team. Confidently presenting new ideas for discussion can help gain a receptive and proactive response from the director. Regular updates and progress reports can keep the director engaged and informed, ensuring that both parties align on the larger team objectives.¹² This will allow all members of the team to feel included and as equal contributors to overall success because they will help build with their superior as opposed to in response to their superior.

High Skill/Low Will (HS/LW)
A highly skilled director lacking motivation presents a unique challenge. It is not the responsibility of the S&C coach to inspire their superior, but it is helpful to have the tools to navigate a situation successfully. In this case, the coach should identify the underlying cause(s) of a director's demotivation. These could range from burnout or external pressures to dissatisfaction with their role or organisation. Approaching conversations with an open mind, seeking to understand the director's perspective and finding the most advantageous avenue for cooperation while still honouring the organisational hierarchy and role responsibilities can be effective.⁸ Potential strategies to re-engage the director include offering additional support or resources, highlighting successful undertakings – personally and through the lens of overall club success – and highlighting their positive impact on the team's success to reignite their motivation.³These actions should be taken in an attempt to empathise without overstepping boundaries, allowing a positive relationship to continue regardless of career trajectory. Using the matrix to evaluate situation-specific events can aid a coach in thinking of both short- and long-term solutions.

Low Skill/High Will (LS/HW)
A motivated director lacking the necessary skills may be challenging to navigate. Attempting to mentor a superior can be detrimental to career advancement if handled poorly, similar to situations presented in working with an HS/LW director. Guiding a director must be strategically framed as a mutual journey to learn and grow as professionals. It helps to encourage the director to engage with experts in areas that are beneficial to advancing both club and staff. This can assist with delegating key tasks to other experts to grow the network of all involved, allowing all members to participate and learn together. Providing clear and constructive feedback with encouragement and recognition of their efforts can help the director gain confidence and competence in their role.¹⁰

Low Skill/Low Will (LS/LW)
A director lacking skill and motivation can be demanding to work with, regardless of level. Open and honest conversations about their challenges and the impact on the team's success are essential but may be difficult, and inappropriate, depending on club culture. Unless there is a healthy relationship built on multidirectional feedback in a club, it is often best to delegate this conversation to another leader within the organisation. Human resources and talent and acquisition staff are trained in these issues and these staff are available to all staff members, regardless of position or tenure. A key component in taking full advantage of the Skill-Will Matrix is to firstly understand where individuals fall, and secondly to take the correct course of action, regardless of what may feel like an emotional obligation.

By classifying a director within the Skill-Will Matrix, a S&C coach can tailor their communication strategies to address the director's unique needs to benefit all parties involved. This approach ensures that the director feels supported by their staff in a way that maximises their potential while contributing to the overall team's success. Immediate communication with a director ensures clarity and success for future communication with the S&C staff under their leadership. Utilising the Skill-Will Matrix as a dynamic tool, meaning regularly assessing and adjusting strategies based on continuous feedback and alterations regarding a director's effective quadrant maintains a productive and collaborative working relationship, eliciting stronger communication and a more cohesive organisational structure for all leaders within the club.⁶

Figure 2 depicts the Skill-Will Matrix, with the four quadrants labelled to represent different scenarios for directors based on their experience and skill set. In the bottom right quadrant, a highly skilled but low-will director faces burnout; the top right shows a director excelling in an idyllic situation with both high skill and high will; the bottom left highlights an underperforming director struggling with both low skill and low will, as well as external distractions reducing their motivation; the top left features a motivated director eager to improve despite lacking advanced skills.

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