How to be an effective matrix leader
This resource explores some key skills and ways of thinking that can help you be an effective leader in a matrix or complex organisational setting.
Leading and managing in complex organisations, such a matrix or a large global organisation, can be frustrating at the best of times. There’s no need to sugarcoat the fact that such environments aren’t always the easiest in which to succeed. Dual reporting lines that have competing interests, dealing with silo’s and dealing with politics, are all points of frustration for matrix and global leaders. All of this can lead to the feeling that you are part of a large cumbersome machine.
The good news is that there are those who do succeed, and sometimes thrive, in such settings. Have they worked out a formula for success? Or do they simply have the right personality to succeed in the midst of complexity.
The reality is that it takes a good dose of both elements, and below are the key behaviours and ways of thinking that we've seen underpin some of the best matrix and global leaders over the last 20 years.
Adapt to the Structure
Traditional hierarchical structure thinking and behaviours (command and control) just don’t work in a matrix, and successful matrix leaders and workers understand this. They may not fully grasp the structure that surrounds them, especially if they are new to the business. However they still find a way of building an informal network that will support them and their team in achieving their goals until they get their head around the formal structure.
Create a Support Network
Leading on from the previous point, those who achieve success don’t do it alone! They identify very early the value of an informal network of internal coaches, mentors and friends from different parts of the organisation. It’s not unusual for these people to be recognised when they walk through the shop floor or when they head to the finance department. Their relationships are reciprocal and based on more than just, ‘can you tell me’. You may think that it looks like a simple coffee that the ‘connected leader’ is taking with that guy who works in the accounts payable department; but you can be assured that she now knows more about what it takes to get one of her suppliers invoices paid quickly, as well as having a colleague who is more than just another stranger in the elevator each morning.
Ask Questions and Seek to Understand (Not to be understood)
These people remove as much ambiguity as they can by seeking to understand why things are the way they are, and aim to remove the shroud of mystery. They know that the first step towards success is not to try and force your way of thinking on to others, rather, they listen, and seek to create a shared solution. Chances are that if you listen well, you’ll be asked to share your thoughts in return. Role model the type of interaction you would like to receive. A great bi-product of this is that a strong rapport is built that reduces the impact or presence of silo’s.
Don’t Assume that Their Dual Reporting Lines are Aligned
If you have two or more upward reporting lines, don’t be afraid to organise a regular catch up on the topic of alignment. They make the issue of alignment explicit and get the objectives of each reporting line on the table. Every time we’ve facilitated this process it is an eye-opener! Importantly though, a 30 minute conversation on the topic of alignment can prevent the many hours of frustration that comes with trying to balance competing interests. Simply put; you are one person. Where and how you invest your energy is critical and if those above you aren’t aligned in what they want from you, then it makes sense that your performance will be diluted accordingly.
Don’t Become a Politician…But be Aware of the Politics
By taking care of the above point, you can reduce the impact of politics; however the larger and more complex the organisation, the more prevalent the politics. Those who have genuine success in complex environments don’t necessarily buy into the politics. That’s not to say they will completely avoid getting stuck in a political game every now and then, the reality is that this is likely to occur from time to time. But they are able to see the politics for what it is, and ‘work the sideline’. This means that they are almost like the political journalist who can see what’s happening, try to make sense of why it’s happening and is able to report on it from the sideline. In an organisational context you can also work the sideline. Observe the politicking; remembering you don’t have to choose sides. If you observe closely what is being played out you can make a more informed decision around how you choose to connect with those stuck in the games rather than feel as though you are being helplessly sucked into the political vortex!
There’s one other thing about these people; and that’s their level of resilience. We've discussed this previously, and can’t highlight enough the importance of being flexible in your approach whilst at the same time being continually mindful of your situation and being prepared to adapt at short notice.
Leading and managing in a complex environment takes some skill, and discipline. But it doesn’t need to be made more difficult than it possibly already is. Take some time out to think about the ways that you can adopt any of these points, or refine them if you already do them.
Leading and managing in complex organisations, such a matrix or a large global organisation, can be frustrating at the best of times. There’s no need to sugarcoat the fact that such environments aren’t always the easiest in which to succeed. Dual reporting lines that have competing interests, dealing with silo’s and dealing with politics, are all points of frustration for matrix and global leaders. All of this can lead to the feeling that you are part of a large cumbersome machine.
The good news is that there are those who do succeed, and sometimes thrive, in such settings. Have they worked out a formula for success? Or do they simply have the right personality to succeed in the midst of complexity.
The reality is that it takes a good dose of both elements, and below are the key behaviours and ways of thinking that we've seen underpin some of the best matrix and global leaders over the last 20 years.
Adapt to the Structure
Traditional hierarchical structure thinking and behaviours (command and control) just don’t work in a matrix, and successful matrix leaders and workers understand this. They may not fully grasp the structure that surrounds them, especially if they are new to the business. However they still find a way of building an informal network that will support them and their team in achieving their goals until they get their head around the formal structure.
Create a Support Network
Leading on from the previous point, those who achieve success don’t do it alone! They identify very early the value of an informal network of internal coaches, mentors and friends from different parts of the organisation. It’s not unusual for these people to be recognised when they walk through the shop floor or when they head to the finance department. Their relationships are reciprocal and based on more than just, ‘can you tell me’. You may think that it looks like a simple coffee that the ‘connected leader’ is taking with that guy who works in the accounts payable department; but you can be assured that she now knows more about what it takes to get one of her suppliers invoices paid quickly, as well as having a colleague who is more than just another stranger in the elevator each morning.
Ask Questions and Seek to Understand (Not to be understood)
These people remove as much ambiguity as they can by seeking to understand why things are the way they are, and aim to remove the shroud of mystery. They know that the first step towards success is not to try and force your way of thinking on to others, rather, they listen, and seek to create a shared solution. Chances are that if you listen well, you’ll be asked to share your thoughts in return. Role model the type of interaction you would like to receive. A great bi-product of this is that a strong rapport is built that reduces the impact or presence of silo’s.
Don’t Assume that Their Dual Reporting Lines are Aligned
If you have two or more upward reporting lines, don’t be afraid to organise a regular catch up on the topic of alignment. They make the issue of alignment explicit and get the objectives of each reporting line on the table. Every time we’ve facilitated this process it is an eye-opener! Importantly though, a 30 minute conversation on the topic of alignment can prevent the many hours of frustration that comes with trying to balance competing interests. Simply put; you are one person. Where and how you invest your energy is critical and if those above you aren’t aligned in what they want from you, then it makes sense that your performance will be diluted accordingly.
Don’t Become a Politician…But be Aware of the Politics
By taking care of the above point, you can reduce the impact of politics; however the larger and more complex the organisation, the more prevalent the politics. Those who have genuine success in complex environments don’t necessarily buy into the politics. That’s not to say they will completely avoid getting stuck in a political game every now and then, the reality is that this is likely to occur from time to time. But they are able to see the politics for what it is, and ‘work the sideline’. This means that they are almost like the political journalist who can see what’s happening, try to make sense of why it’s happening and is able to report on it from the sideline. In an organisational context you can also work the sideline. Observe the politicking; remembering you don’t have to choose sides. If you observe closely what is being played out you can make a more informed decision around how you choose to connect with those stuck in the games rather than feel as though you are being helplessly sucked into the political vortex!
There’s one other thing about these people; and that’s their level of resilience. We've discussed this previously, and can’t highlight enough the importance of being flexible in your approach whilst at the same time being continually mindful of your situation and being prepared to adapt at short notice.
Leading and managing in a complex environment takes some skill, and discipline. But it doesn’t need to be made more difficult than it possibly already is. Take some time out to think about the ways that you can adopt any of these points, or refine them if you already do them.
