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I work in a matrix organization that is undergoing a restructure to reduce overhead costs. The restructure will cut out a layer of functional management and result in a massive workload increase for functional managers like myself.

After the restructure, as a functional manager I'll be responsible for the performance management, staffing, and development of 20 direct reports, and I'll be allowed to allocate 20% of my time to this role. The other 80% of my time I will work on a project where I'll be responsible for managing a small team and delivering a product on schedule and budget. Some days I think I can do this, and some days I wonder what in the heck I've gotten myself into, and I haven't even started the job yet.

Does the MT community, Mark, or Mike, have any suggestions on how I should manage in this kind of environment? I've listened to the massive workload increase podcast several times, but I'm looking for more ideas on how to sustainably manage in this type of situation.

Thanks in advance,

BC

stephenbooth_uk's picture

 BC,

the first thing that leaps to mind is that you should role out the MT trinity.

Feedback

Fix problem quickly when they first happen (or at least first time you find out about them) and you won't have to spend more time later when they've happened a number of times.  If you leave them then there's likely to be more to put right and you're more likely to be fighting ingrained behaviours.  Use affirming feedback to re-enforce helpful behaviours.

O3s

One of the purposes of the weekly One-On-One is to provide a forum for employees to bring questions that don't need an immediate answer, so saving you being interrupted each time.

Delegation

If something can be done by one of your directs then it should be, that will release your, more expensive, time for things only you can do.

Coaching

Upskill your directs to be able to take on more of your role through delegation.

 

Stephen

 

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Skype: stephenbooth_uk  | DiSC: 6137

"Start with the customer and work backwards, not with the tools and work forwards" - James Womack

 

jhack's picture

The juggling koan came to mind:  http://www.manager-tools.com/2007/01/the-juggling-koan 

You can't do it all yourself.  Having your team capable of high performance with minimal input from you is your best strategy.  The best way to do that is to spend time on your people, and let your people work on the project. 

It'll be tough at first, and it'll get easier in the long run.  Trying to do it all yourself is probably not sustainable. 

John Hack

tenacious_bc's picture

Thanks for the feedback. I think I was having a brief crisis of confidence. I will continue to implement the trinity even though my number of direct reports is increasing significantly.

mfculbert's picture

The load put on your position is most daunting. When I read it I recalled some thoughts I had while reading Covey's "7 Habits of Highly Effective People." In habit 4, think win/win, he talks about agreements and moving them to "performance agreements" or "partnership agreements." I have only done a first reading of the book and am still processing my thinking on this topic.

This is where I need the voice of more experienced managers. Ideally, these types of agreements will lighten you leadership load and also increase productivity. I suspect you need some pretty stellar workers of phenomenal training to get them to that point. Unfortunately the idea does not come with actual behaviors or steps to implement.

All the same it is an idea and I am intrigued to see how others expand on this.