Matrix Management Magazine
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 Some think it’s an outdated management technology.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.
Problems, pain points, challenges… Let’s talk about the good stuff, the happy feelings, that great job you had where camaraderie ruled and things got done. What’s the key? Collaboration! We asked a few of our clients and partners to talk about what collaboration feels like when it’s embraced.
“We’re asking clients to change the way they think about how they are organized, what accountability looks like, how they set priorities and measure productivity, and, scariest of all, how their power structures look. That’s asking them to take a deep dive in a world where the trend is to just dip your toe in and call it “change management.”
Failure is frustrating. Failure to solve the same problem repeatedly – even more so! This is the story of a nonprofit membership association we’ll call ABC, and how Matrix Management 2.0 could help them solve a cross-functional problem, improve member satisfaction, prevent frustration and extra work, and ensure that their processes are benefiting the organization.
We're accustomed to looking at organizations as vertical structures with "org" charts and reporting relationships, so it's no wonder that when we look for solutions to matrix challenges, we look for them in this vertical dimension.