Now that you’ve rolled out the new organizational structure, you can breathe a sigh of relief, right? After all, the new job descriptions have been written. People have been assigned to their new jobs. Done and done. Now for a much needed rest.
Well hold on a minute. You’re only half way to the goal line, particularly if you restructured into a matrix organization. There is a lot more work to do to operationalize that matrix, especially if this is the first time the people involved will be expected to work as a matrix.
Getting results without authority, negotiating the best outcome, and influencing peers and superiors is no longer just for professional mediators, attorneys, or UN peace-keepers. We all need these skills right at our work places, and they are worth practicing daily.
Organizations where influencing and negotiation skills are strong are able to create lasting changes, attract best talent, and deliver their best products and services.
Change starts and stops with the organization's leaders. Every restructuring or change initiative brings about graphs and plans showing effective collaboration, optimized resources, and great teams.
Yet, more often than not, these ideas stay on paper. Senior leaders who often initiate and direct change initiatives are the very people who have the hardest time adopting new behaviors and practices. Why so?
Leading effective meetings is one of the key global leadership competencies sought out by organizations worldwide, yet many leaders still lack the skills needed to make sure their meetings produce outcomes. Take action to stop wasteful, unproductive meetings!
When you're leading teams that include stakeholders, which is pretty much most teams nowadays, authority isn't going to do you much good. Even direct reports no longer appreciate the use of authority or accept the "because I said so" management style - they want to weigh in on decisions.
Good news is here - you don't need authority in order to lead!