Matrix Management Magazine
Accountability can help or hinder your project. In the past, accountability was often synonymous with blame. It created fear, forced people to cover their backsides, and sabotaged learning. This kind of accountability did little to improve performance.
Are your team members challenged with multiple initiatives and conflicting priorities? Are you struggling to make commitments your team can keep when team members don’t report to you? Welcome to a matrix organization!
Working cross-functionally poses a challenge for any project leader. Team members have functional commitments and loyalties. Resource area leaders have functional goals and priorities.
What does sales have to do with project management? Plenty. All Project Managers need the ability to sell.
Collaboration is the act of working together to achieve a common goal. In a matrix, leading teams collaboratively helps them engage, move through the stages of team development (become high-performing), solve problems and get more work done.
People who lead projects in a matrix understand the challenges of building buy-in and commitment. Some project leaders fear losing control of the project if the team participates.
In a matrix organization, project leaders lead teams with members who report to someone else. To be successful, these leaders must be able to lead without authority.
Or why you don’t need to assign it, and why sharing it with others is key to making a matrix work.
"Successful change, even small in scale, creates momentum and helps bring people on board. Leaders gravitate toward limited-risk environments, and a small initiative with a maximized chance of success is a great way to start."
Some people think that matrix management is a “hot” new concept. Some think it’s an outdated management technology. Others think of it in terms of the challenges working in a matrix environment presents.