Global customers supply chains & more integrated business functions mean that work now cuts across the traditional vertical silos of country & function But the 'solution' of the matrix structure also brings multiple bosses competing goals & higher levels of complexity Traditional management training prioritizes clarity predictability & control In a matrix we need to be able to balance this with the ability to tolerate ambiguity manage uncertainty & decentralize control Managers need an expanded toolkit to help them move from the hard to the soft from the concrete to the ambiguous & back again depending on the situation Making the Matrix Work introduces some new ideas & practical tools in 3 key areas Leading people beyond clarity to flexibility A matrix trades clarity for flexibility We need to create enough clarity on goals & roles & to align with others; but we also need to cope with ambiguity manage complex trade-offs & dilemmas & deal with higher levels of conflict Being connected & effective We set up a matrix to improve cooperation & communication across the silos but be careful what you wish for! It is easy to become over-connected to poor quality meetings teams & communication More teamwork meetings & emails are not the answer Creating control by giving it away The complexity & diversity of the matrix can undermine trust & lead to an increase in central control & bureaucracy We need to prevent this by building trust empowering & creating commitment Accountability without control & influence without authority are the norm Kevan Hall's new book will help you develop your matrix mindset & will show you how to establish & engage networks that do not depend on role control or authority to get things done This book gives individuals working in the matrix the tools to take control of their own goals role & success & shows matrix managers how to lead others to make their matrix really work Watch for the author's new book Kill Bad Meetings
- coming soon