Every high school football official can be placed somewhere on two simple axes: will and skill.
Skill represents rules knowledge, mechanics, positioning, judgment, and experience.
Will represents effort, preparation, curiosity, coachability, and the desire to improve.
Almost every challenge we face as officials—or as leaders of officials—can be traced back to one of these two variables. When we understand where an official truly falls on the Will vs. Skill matrix, it becomes much easier to diagnose problems, guide improvement, and make fair decisions about development and assignments.
This framework is not about labeling people permanently. Officials move between quadrants over time. Careers evolve. Motivation ebbs and flows. But clarity matters. You can’t fix what you refuse to name.
The Four Will vs. Skill Categories
| High Will | Low Will | |
| High Skill | Peak Performer | Burned-Out Veteran |
| Low Skill | Eager Rookie | Minimal-Effort Official |
High Will / Low Skill — The Eager Rookie
These officials want to be good. They show up early, ask questions, volunteer for extra reps, and genuinely care about doing things the right way. What they lack is experience, repetition, and refinement.
If this is you:
You’re exactly where you should be. Skill comes with time, film, mistakes, and feedback. Your job is to stay curious and coachable. Ask questions. Watch film. Seek mentors. Don’t confuse “not knowing yet” with “not being capable.”
If you’re leading this official:
Protect their enthusiasm. Pair them with strong mentors. Give them structure and feedback, not criticism. This group represents your future peak performers if you invest wisely.
High Will / High Skill — The Peak Performer
These are the officials everyone wants on their crew. They prepare, communicate, hustle, and take pride in doing things right. They know the rules, apply sound judgment, and keep getting better.
If this is you:
Don’t coast. Growth doesn’t stop just because you’re good. Share your knowledge. Mentor others. Push into uncomfortable assignments. Guard against burnout by managing your time and energy intentionally.
If you’re leading this official:
Challenge them. Trust them. Use them as tone-setters. Involve them in training, evaluations, and leadership conversations. Recognition matters here—not flattery, but respect.
High Skill / Low Will — The Burned-Out Veteran
These officials know the game. They’ve “seen it all.” But something has dulled their edge. Preparation slips. Mechanics stagnate. Rule changes feel like annoyances instead of responsibilities.
If this is you:
Be honest with yourself. Skill without effort eventually erodes. Ask what changed. Fatigue, lack of recognition, or personal life stress often play a role. Re-engagement starts with ownership, not excuses.
If you’re leading this official:
Have direct conversations. Challenge them with purpose, not punishment. Sometimes a new role, mentoring responsibility, or honest evaluation can reawaken their commitment.
Low Will / Low Skill — The Minimal-Effort Official
This is the hardest category. These officials neither prepare nor improve. They often blame others, resist feedback, and rely on authority instead of competence.
If this is you:
This is a crossroads. Either recommit—truly—or reconsider whether officiating is the right fit. The game, the players, and your crewmates deserve effort.
If you’re leading this official:
Clarity and accountability matter more than comfort. Set expectations. Offer resources. Monitor progress. If improvement doesn’t occur, be willing to make difficult decisions for the good of the association.
The Leadership Reality
Retention matters. Coverage matters. But credibility matters more.
An association that tolerates low will and low skill quietly sends a message to everyone else that effort is optional. Over time, that message drives away your best people anyway.
The goal isn’t perfection. The goal is progress with intention.
Final Thought
Everyone belongs somewhere on this matrix at some point in their career. The problem isn’t where you are. The problem is refusing to move.
Growth begins with honesty—about your capability, your delivery, and your willingness to close the gap between the two.