Editorial
Welcome to Courage Coach, where expert columnist Karin Hurt answers readers' tough leadership challenges with practical tools and techniques you can use right away. Have a question for her? Drop her a line!
Dear Courage Coach,
Who thought a matrix organization was a good idea? I have too many bosses, even more stakeholders, and by the time we finally reach consensus on a decision, something else has changed.
Half the time, the people in the matrix are on the other side of the world, which makes communication extra fun.
I’m a middle manager, so I can’t change the structure, but I do have some credibility with my peers on the projects I support. I’d like to find a way to influence the situation, but I’m not sure where to start. What advice do you have for surviving the matrix?
Signed,
Lost in the Matrix
Dear Lost in the Matrix,
I hear you. Dealing with the complexities of a matrix organization is one of the biggest challenges we hear from our global clients.
Your best bet is clarity and communication.
Here are nine proven questions you can bring to your matrix team, to make work work better, with less frustration and better results.
9 Questions to Ask Your Matrixed Team
1. What would a successful outcome DO for you?
This is one of our G.O.A.T. Powerful Phrases from our new book, "Powerful Phrases for Dealing with Workplace Conflict" (for more G.O.A.T.s, check out the recent Reworked Podcast, The Good Side of Workplace Conflict).
A vital part of success for any matrix team is hHaving candid conversations about what success looks like for everyoneall involved is vital for any successful matrix team. This phrase takes the question “what does success look like?” a level deeper and gives everyone an opportunity to articulate often unexpressed needs and motivations.
2. Who are our key stakeholders and how will we involve and include them?
Getting this right as early as possible can save serious time. Work with your matrixed team to map out your stakeholders. Chat about who needs to know what, when and why.
And then, share your map with those stakeholders.
This might feel overwhelming at first, but reaching alignment here can be helpful for a variety of reasons.
First, your conversation will help clarify expectations. It’s better to agree on who you will include before tensions get high or you’re under pressure to execute quickly. And, as you share your map with stakeholders, you can look for ways to simplify it. Who knows, you might even get an “oh, I don’t need to be involved at that level,” response or two.
3. How will we facilitate information flow?
As you’re planning for stakeholders, you can also plan for how important information will flow to anyone working on (or with an interest in) the project or work you are doing.
Consider who needs to know what and the best way to communicate. Challenge yourselves to keep everyone informed, so no one is blindsided or barraged with last-minute requests, while at the same time avoiding unnecessary meetings or overwhelming people with details they don’t need.
Related Article: Personal User Manuals, Team Agreements and Company Handbooks for Hybrid Teams
4. What is my role in this project? What’s yours?
Another big source of conflict in matrix teams is when roles and expectations aren’t clearly defined.
I think you’re taking the notes, you don’t think that’s your job. Or, you think you should be the one talking to the customer, I disagree. As with most conflicts, one good conversation about expectations can prevent 14 “why didn’t you” conversations.
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Taking time to clarify your roles (and stakeholder roles) can save you a lot of time and wasted anxiety. It’s like playing musical chairs, but everyone knows exactly where to sit when the music stops.
5. Who owns this decision?
Another biggie. One of the reasons decision-making is so slow on cross-departmental teams is everyone thinks they should own the decision, so no one does. Or, there’s a strong desire to reach a consensus, and every decision requires hours of stakeholdering and escalation.
6. What can we do to make this as simple as possible?
Ask this powerful question as much as you can about processes, systems, decisions and communication for your matrix team.
7. Who REALLY needs to be in this meeting?
With the emphasis on “really.” One of the biggest complaints we hear from our clients in matrixed organizations is there are too many meetings, with too many people. Consider other ways to keep people informed.
Related Article: What Are Meetings Costing You?
8. When we can’t agree on a decision, how will we escalate?
This is a vital question to ask BEFORE you need to escalate an issue in your matrix organization. Trying to decide how and when it’s appropriate to escalate when tensions are high inevitably makes the conflict worse.
And often, there’s wasted time with different team members escalating to their functional managers with different information, fueling additional conflict and frustration a level above.
Consider asking this question when you’re kicking off a project with your matrixed team.
9. What and how should we celebrate success and key learning?
Another challenge of matrix organization is that the rewards and recognition systems often don’t align. It’s likely that the manager who signs your performance review or recommends your raise isn’t close to your day-to-day work.
Taking time to celebrate success as a matrix team and to debrief what you’re learning along the way can make a huge difference in morale and employee development. Consider making time for post-project celebrations, where you celebrate what you’ve done and its impact, as well as what you’ve learned.
Surviving a matrix organization can sometimes feel like navigating through a maze while blindfolded, but with these questions in your toolbox, you can start to turn confusion into clarity and chaos into collaboration.
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