A useful people matrix

I took this picture a few years ago at Aston University, where I was part of a group of leaders taking part in leadership training led by Tim McPhillips, FCIPD

This scribble and Tim's explanation have stayed with me, and I've shared it with many colleagues over the years. I hope I'm doing the scribble and your explanation justice, Tim.

It's a simple matrix of the typical archetypes found in an organisation. It covers the whole gamut, from players to corpses (a bit harsh, I know).

I've worked with many incarnations of these archetypes, and I'm sure you have, too.

I've often used the diagram as a starting point to identify and determine what I might need to do about particular people and situations.

It helps me frame, understand, and empathise.

This might involve rewarding outstanding performance with reward and extra responsibility or figuring out what needs to be done about a team member needing help and direction.

Let's start at the top.

😎 Players
Fully engaged, highly capable and keen to do more.

High self-belief and the ability to influence and role model without being a dick. Absolute dynamite if you can harness that positive energy and put it to good use.

You might provide a platform for them to move on to other things, and that's OK. As the adage goes, it's better to be a launch pad than a retirement home—and it's good karma all around if that's the case.

🙁 Saboteur
Again, high achievers and influencers and most likely good at what they do. However, they're unhappy with their lot and are either unable or unwilling to change.

They are essentially stuck in a rut—or, let's be honest, they might just like shit-stirring.

It's dangerous to let behaviours like this fester, particularly if the people involved are leaders, as their actions can cast a shadow over their colleagues.

You need to call out and discuss what you see for what it is.

This toxicity has a long half-life.

🙂 Spectator
Most large organisations have these folks, and most large organisations need them.

They're happy to turn up, do a day's work, and get back to whatever's more important to them.

Not everyone wants to be or needs to be a player, but if you feel they have player potential, go for it. But remember, you can lead a horse to water but can’t make it thirsty.

Ultimately, keep them happy and keep them engaged.

💀 Corpse
You may never understand why someone is in this box.

They could be under the influence of a saboteur. Or they could feel like they've been overlooked by previous leadership and abandoned due to indifference.

Your job is to get them out of that box— if you feel it's worth the effort.

That might involve working with them to move them into—as a starting point—spectator mode.

Or... it might be working with them and the organisation to achieve a mutually beneficial exit.