Within a team, employees tend to possess varying levels of intention and capabilities. Managers can use frameworks to help categorize employees based on two factors, the skills they can contribute to the team and the motivations behind each employee. Within this matrix, an important yet frequently overlooked group is employees who are highly motivated but lack the capabilities needed to effectively support the team. While these individuals are highly ambitious, they require additional training, support, and mentorship from their managers in order to truly recognize their capabilities. 

A common situation managers encounter team members with high intention and low capabilities is seen with employees who just started their first career post-graduation or international team members who may have received different training. Take for example Joe who is an American working with an Italian team. Joe is excited to join a new team and is motivated to demonstrate his skills to his new manager. Despite his solid career background and success in his previous team, Joe is unfamiliar with Italian regulations and has a slight language barrier. Since Joe has high motivation to succeed and contribute to his team, his manager should implement strategies to support Joe and guide his growth within the team. 

Many employees join a company or transition into new roles with high intentions to be successful. Although they are highly motivated, these employees may lack the necessary skills or experience that will help them become successful in this new opportunity. Recognizing these individuals is important for managers who want to increase their contributions to the team and promote a culture of growth. 

Individuals who have high intentions within their team often exhibit the following behaviors: 

Given their strong intentions to help the team achieve their goals, it’s crucial that managers retain these team members and support them. Retaining team members who are incredibly driven will empower other team members to buy into the team's goals. 

Low capability may be exhibited in different ways; managers should be aware of the following signs: 

Rather than perceiving these employees as underperformers, managers should view them as underdeveloped potential that can thrive with the proper guidance. 

Effective managers conduct self-reflection when they realize that a team member is struggling under their guidance. If a team member is not achieving their full potential despite their high motivation, a manager should consider what steps they can take to align their employee’s abilities with their strong efforts.

Something important to consider is the expectations that are set for this employee. An employee who recently joined the organization or this team may need some time to properly adjust to the new environment. Sometimes, employees simply need more time to work out some of the initial issues when joining a new team. 

Another consideration is what resources and training opportunities are available for team members. If someone is continuously struggling with the same tasks, it may not be a lack of capability but a lack of guidance. Ensuring ample opportunities for team members to develop their skills can drastically improve their capabilities. 

Since managers set the tone for their team, reflect on whether there is a culture of learning or if there is a culture solely focused on performance. Team members who are focused on achieving success without learning the proper skills to get there may struggle to expand their skillset, thus limiting their capabilities. 

Managers who take ownership of their team's development can transform high-intention employees with low capabilities into high-performing team members. 

A manager's responsibility is to support their employees through proper training, sufficient resources, and mentorship opportunities. If an employee is struggling due to a lack of capabilities is often a reflection of an ineffective management style and not the effort exerted by the employee. It’s imperative that their manager takes accountability for this disconnect and implements changes to properly support their employee. Here are some strategies for how managers can bridge the gap between intention and capabilities: 

Incorporate structured training programs that all employees to learn tangible skills needed to complete their assigned tasks. Hands-on training and continuous learning opportunities can drastically improve the technical and soft skills of team members. 

2. Foster a Growth Mindset 

Although high-intention employees are highly motivated, continuing to fail at a task may discourage their efforts. Managers should encourage the notion that skills can continue to be developed over time through practice and consistent effort. Helping employees to frame their setbacks as a growth opportunity can help them persevere through their challenges. 

3. Provide Feedback and Coaching 

Conducting regular meetings, structured coaching sessions, and constructive feedback gives valuable direction an employee may need to expand their capabilities. Rather than waiting for periodic performance reviews, managers should actively implement mechanisms to constantly provide feedback and actionable advice. 

4. Create a Mentorship Connection

Connecting high-intention and low-capability employees with highly experienced employees may allow for more accelerated advancement. Mentorship or peer coaching from a peer is a more natural way for employees to develop their skills. A mentorship connection may also have reciprocal benefits for the highly experienced employees because they may have less motivation resulting from them being on the team for a while. 

With the proper training and guidance from his manager, Joe was able to take his strong intentions for success and develop skills that help him be successful within his new team. Like Joe, underperforming employees sometimes just need a bit of guidance from their managers to unlock their full potential. 

High-intention, low-capability team members represent a growth opportunity. By recognizing their enthusiasm for team success, assuming ownership of their development, and implementing support systems, managers can strengthen their abilities and enhance the team. A manager who nurtures their employees ultimately builds a team that is both high in intention and highly capable.