Turning strategy into sustainable performance
Most strategies work on paper. The real challenge begins when ambition meets operational reality and the people expected to deliver it.
I write about what happens in between.
The Should, Can, Want, and Relationship Matrix
November 15th, 2024
I have seen this type of matrix in different forms. I learned this particular matrix from Christian Ulrich Grannemann. You can find out more about him here.
You can view this matrix as a diagnostic tool for identifying issues that are holding an employee back from achieving the desired performance.
You can go through the matrix and identify issues by asking yourself the following questions:
Should: Are the objectives, responsibilities, tasks, and goals clear for the employee? If the employee does not know what is expected of them, then they will have a difficult time meeting performance expectations. If they do happen to reach them, then it’s purely coincidence.
Can: This looks at the competencies, strengths, and skills of the employee. Does the employee have the necessary competencies and skills to perform the tasks that are expected of them? If not, this isn’t the end of the world. Instead, it identifies which areas the employee should receive further training in. However, if the tasks are not in alignment with the employee’s strengths in general, then further training may not help. Rather, a more appropriate position and role should be found for this employee.
Want: Even if the employee understands what is expected of them and has the competencies and strengths to perform these tasks effectively, the employee will still need to want to perform their tasks. If they have no motivation and hate their job, the “should” and “can” will be negatively and likely dramatically affected.
Relationship: This is one aspect that is often overlooked. We are social creatures and the relationships with others should therefore not be ignored when it comes to identifying issues that employees are having. For example, if the employee understands their tasks, has the competencies to perform them, is highly motivated, but has a major conflict with their boss or other colleagues that they are required to work with, employee performance can also be negatively affected. We can’t forget that the number one reason that employees quit is because of their boss, which I imagine points to the relationship with their boss rather than the focus on specific tasks.
You can use a matrix like the one below to identify and write down specific notes regarding the four aspects below. Feel free to try it out.
