In this cast, we finish our conversation on how to manage effectively in a Matrix Organization.
By now, you know why matrix organizations exist (and why we don't like them). In today's cast, we talk about what you DO to be effective in matrix organizations.
This cast describes how to manage effectively in a Matrix Organization. (Not that we recommend it ;-) )
We've finally succumbed to the steady drumbeat of requests for "The Manager Tools Way" of dealing with how to survive and thrive in a matrix organization. A couple of years ago, Mark said he'd never do these casts. His rationale? "We've never done a cast about managing in an organization that employs corporal punishment [physical beatings] – why start down that path by talking about matrices?"
He was joking.
But he's come around, and he's come around fiercely. The fact is, as misguided as they are, matrix organizations are not only here and here to stay, they're likely to increase in number over the next 30 years. The fact that we disagree with them doesn't make them suddenly cease to exist.
We've got a lot of ground to cover, and some of it is background. But we start right out with our recommendations, and then spend some time building our case.
Welcome to the Matrix. We can't make you Neoâ€¦but we can help.
Last week we covered the first part of our conversation on conducting performance evaluations in a matrix environment ... this week we conclude the conversation.
As always, if you're a new listener to Manager Tools, joining the conversation mid-way is probably not the best way to take advantage of these podcasts. You may just want to go back and listen to last week's podcast first.
Whether you like Matrix Organizations or not (we don't), the fact is, many of us manage within one. If you've done it for a while, you've probably adopted the Matrix Review Cynicism syndrome. What's that, you say? Well, if you've ever thought about asking for performance review input from someone else, and then said, "NAAH - they'll just blow me off," then you've adopted it.
The fact is, in far too many places, even IF your company requires the dotted line manager to add input, either no input is forthcoming, or what you get is not very helpful.