It's all about alignment in a matrix

Pressures on today’s growing organizations are ever-increasing; none so much as operating effectively as a matrixed organization. 84% of U.S. employees today work in some form of a matrixed structure, which evolved as an organizational response to meet the demands of a rapidly evolving business world. The matrix approach emerged as a solution to conventional, hierarchical structures that often led to silos. It is intended to promote cross-functional collaboration, enabling organizations to respond to problems more rapidly and innovate more effectively.

That is all well and good, although I talk to leaders every day who are in dire need of ways to make that promise a reality. Matrixed orgs often fail and flounder because folks are left to their own devices to figure out how to balance competing priorities, navigate “us vs. them” mentality, and make tough trade-off decisions.

There is absolutely no magic to this - it takes hard work, determination, and even some discomfort - but there are ways individual leaders can build and sustain effective matrixes. Here are a few practical tools I’ve found to be essential…

Alignment. This may be the buzz word of the decade, but alignment is truly the only priority when it comes to matrixed teams.

My first big corporate job, a long time ago, was in a heavily matrixed org. The time and energy I spent trying to get my multiple bosses to 1. Talk, 2. Agree, 3. Help me prioritize my team’s time and projects, and 4. Stop blaming and finger pointing…it was exhausting. That lesson has stayed with me as I coach leaders around building alignment with cross-functional peers, matrix buddies, and “frenemies” in other divisions, functions, and groups as the single most important thing you can do. Keith Ferrazzi challenges us to think about this in terms of teaming out – building a team not in the traditional way defined by org charts and reporting structures, but by whomever you think might be critical to achieving your mission.?

This isn’t easy. It requires investing the time to build connection, trust, and relationships with people whom you may not see as the most crucial to your own success or impact. It requires patience and candor in having conversations with those folks around conflicting or confusing priorities, seemingly impossible trade-off decisions, giving and taking (more giving if I’m being honest), and a commitment to those peers as strong as your commitment to your own team, function or division.?

Let’s talk about what happens if you don’t do the hard work of connection and alignment. It may seem easier in the short term (less hard conversations, less compromising required, less time and energy spent with people outside your inner circle). But the impacts of this choice are far and wide: in-fighting, lack of execution, broken trust, rampant confusion on roles, goals and decisions…all resulting in subpar outcomes for customers, partners and those most needing your goods and services.

I have two other tips for leaders living in a matrixed world.

First, don’t let the ever-present question of “whose decision is this?” get you wrapped around the axle.

There are innumerable decision-making tools - RACIs, RAPIDs, etc - that can help you determine decision-making roles. But somehow, the matrix seems to make these tools ever more confusing and convoluted. Overcoming this comes down to empowerment. If you’ve done the work to team out, you can empower and trust peers to make good decisions for the business. Wrestling over decision-making power or sending it up the chain for “clarity” are both ineffective ways to lead in a cross-functional setting. Coming out of a meeting aligned on decisions with your peers across the org is a powerful service you’re doing for all the teams who need to get the work done.

Second, avoid playing the blame game. As a leader, model the high road.

Even when other leaders, groups or divisions do things you don’t like, are frustrated with, or just plain don’t understand…give benefit of the doubt. Be a champion for your cross-functional peers. Your grace and support of leaders across the organization will build goodwill, a culture of collaboration and support, and come back to you in multiples down the line.

No doubt, matrixed organizations are complicated and can be frustrating. They can also be really fun and productive. I’m curious what lessons you’ve learned in being effective and impactful in driving results for your matrixed organization? Let’s talk.

by Shelly Setzer , Co-Founder of Realize