Comments for Life in a Matrix http://www.lifeinamatrix.com How to lead and succeed in complex companies Wed, 09 Jul 2008 03:26:52 +0000 http://wordpress.org/?v=2.3.2 Comment on Power and influence without authority in matrix management #2 by Elizabeth http://www.lifeinamatrix.com/power-and-influence-without-authority-in-matrix-management-2/#comment-136 Elizabeth Mon, 07 Jul 2008 15:20:09 +0000 http://www.lifeinamatrix.com/power-and-influence-without-authority-in-matrix-management-2/#comment-136 Having reviewed my role and inflence as a manager working for two organisations and chairing a strategy group of partners from disparate organisations I have noted that formal position or legitimate power is useful to obtain initial attention but the shared goals and trust of relationship power described in this posting and expert power (which in my case was supplemented by being prepared and clear about the exact outcomes required from each meeting) have been more useful on an ongoing basis. Having reviewed my role and inflence as a manager working for two organisations and chairing a strategy group of partners from disparate organisations I have noted that formal position or legitimate power is useful to obtain initial attention but the shared goals and trust of relationship power described in this posting and expert power (which in my case was supplemented by being prepared and clear about the exact outcomes required from each meeting) have been more useful on an ongoing basis.

]]> Comment on Matrix cartoon #5 - Too much information sharing by Kevan Hall http://www.lifeinamatrix.com/matrix-cartoon-5-too-much-information-sharing/#comment-135 Kevan Hall Mon, 07 Jul 2008 09:35:43 +0000 http://www.lifeinamatrix.com/matrix-cartoon-5-too-much-information-sharing/#comment-135 Its a real challenge, we often find that delegates on our training go away very enthusiastic, make real changes with their immediate teams and then run into problems spreading the learning to people who have not thought about these new ways of doing things. Clearly, the best way is to put everyone through our training or buy them the book :-) but that is not always possible. If you are familiar with the star and spaghetti approach we use in other posts and in the book then talk them through it and explain what you are doing. My experience is that all teams understand the issue once it is explained to them, the problem is that managers with a more traditional approach can see refusal to attend their useless meetings as a loyalty issue or an insult. I think the answer is in educating people and almost giving them permission to challenge the unthinking attachment to cooperation. Do not forget we are fighting against decades of “teamwork” conditioning, it will take time to change the mindset. The win: win is in reducing meeting time and improving quality – I am sure your colleague could use more time so this is the best angle to use to persuade. Finally if it comes down to a power issue with your boss you may need to be pragmatic – is the time saving worth the impact on your relationship with your boss – your call! Its a real challenge, we often find that delegates on our training go away very enthusiastic, make real changes with their immediate teams and then run into problems spreading the learning to people who have not thought about these new ways of doing things.

Clearly, the best way is to put everyone through our training or buy them the book :-) but that is not always possible.

If you are familiar with the star and spaghetti approach we use in other posts and in the book then talk them through it and explain what you are doing.

My experience is that all teams understand the issue once it is explained to them, the problem is that managers with a more traditional approach can see refusal to attend their useless meetings as a loyalty issue or an insult. I think the answer is in educating people and almost giving them permission to challenge the unthinking attachment to cooperation.

Do not forget we are fighting against decades of “teamwork” conditioning, it will take time to change the mindset. The win: win is in reducing meeting time and improving quality – I am sure your colleague could use more time so this is the best angle to use to persuade.

Finally if it comes down to a power issue with your boss you may need to be pragmatic – is the time saving worth the impact on your relationship with your boss – your call!

]]> Comment on Matrix cartoon #5 - Too much information sharing by Gerard http://www.lifeinamatrix.com/matrix-cartoon-5-too-much-information-sharing/#comment-134 Gerard Thu, 03 Jul 2008 10:36:21 +0000 http://www.lifeinamatrix.com/matrix-cartoon-5-too-much-information-sharing/#comment-134 I'm a regular reader and now listener and find some really useful articles on your site. Something you describe in your podcast actually happened to me and has left me feeling awkward I recently tried to 'disconnect' from a colleague's regular bi-monthly audioconference. It is 2 hours long and has no relevance to me and i find myself sitting there, saying nothing and often doing email with my volume button on 'mute'. I explained this to him and was polite and open ( saying I was happy to attend as a 'guest' if his team really needed some information from me ) but that I could do so much real work in those 4 hours ( half a day! ) a month. His response was pretty negative even though he agreed. Luckily I know him well. what are your views or tips on countering this kind of reaction....just like in your podcast i know for sure if i ever tried to disconnect from anything my boss was in charge of, I would be accused of not being a 'team player' ? I’m a regular reader and now listener and find some really useful articles on your site. Something you describe in your podcast actually happened to me and has left me feeling awkward

I recently tried to ‘disconnect’ from a colleague’s regular bi-monthly audioconference. It is 2 hours long and has no relevance to me and i find myself sitting there, saying nothing and often doing email with my volume button on ‘mute’.
I explained this to him and was polite and open ( saying I was happy to attend as a ‘guest’ if his team really needed some information from me ) but that I could do so much real work in those 4 hours ( half a day! ) a month. His response was pretty negative even though he agreed. Luckily I know him well. what are your views or tips on countering this kind of reaction….just like in your podcast i know for sure if i ever tried to disconnect from anything my boss was in charge of, I would be accused of not being a ‘team player’ ?

]]> Comment on Life in a Matrix Management Podcast - Episode 1 -Too much cooperation going on? by Matrix cartoon #5 - Too much information sharing http://www.lifeinamatrix.com/life-in-a-matrix-management-podcast-too-much-cooperation-going-on/#comment-133 Matrix cartoon #5 - Too much information sharing Wed, 02 Jul 2008 18:19:47 +0000 http://www.lifeinamatrix.com/life-in-a-matrix-management-podcast-too-much-cooperation-going-on/#comment-133 [...] is too much cooperation going on - and this is the subject of the first episode of our new free podcast [...] […] is too much cooperation going on - and this is the subject of the first episode of our new free podcast […]

]]> Comment on Matrix Leadership - tips for the top by Kevan Hall http://www.lifeinamatrix.com/matrix-leadership-tips-for-the-top/#comment-129 Kevan Hall Tue, 01 Jul 2008 16:05:02 +0000 http://www.lifeinamatrix.com/matrix-leadership-tips-for-the-top/#comment-129 I agree, I never said it was easy - I think overcoming legacy behaviours - particularly from the senior managers who succeeded under the "old" power structure is a huge problem. I agree, I never said it was easy - I think overcoming legacy behaviours - particularly from the senior managers who succeeded under the “old” power structure is a huge problem.

]]> Comment on Matrix Leadership - tips for the top by Marigo Raftopoulos http://www.lifeinamatrix.com/matrix-leadership-tips-for-the-top/#comment-128 Marigo Raftopoulos Tue, 01 Jul 2008 15:29:52 +0000 http://www.lifeinamatrix.com/matrix-leadership-tips-for-the-top/#comment-128 If only it was that simple. Political and legacy cultural barriers are major obstacles to an effective matrix strucutre, and they are deeply imbedded in organisations. These have been the major obstacles that I have faced in implementing matrix strucutres wth my clients. Earlier this year I attened a course run by Peter Senge and he gave several examples from his exerience of implementing strategy teams in what he refers to as 'learning organisations' . Even when an organisation can see tangible benefits from a matrix-type structure, management has a tendency at some point of reverting to their traditional 'default positions' that are immbedded in legacy systems. Several other attendees at this course reported similar experiences and a sense of futility in even trying any more. Our current management thinking and training is still imbedded in the post-industrial era and our current management employment and incentive schemes only serve to continually reproduce these legacy systems. We have much work ahead of us in making matrix strucutres the default position of today's organisations. If only it was that simple. Political and legacy cultural barriers are major obstacles to an effective matrix strucutre, and they are deeply imbedded in organisations. These have been the major obstacles that I have faced in implementing matrix strucutres wth my clients.

Earlier this year I attened a course run by Peter Senge and he gave several examples from his exerience of implementing strategy teams in what he refers to as ‘learning organisations’ . Even when an organisation can see tangible benefits from a matrix-type structure, management has a tendency at some point of reverting to their traditional ‘default positions’ that are immbedded in legacy systems. Several other attendees at this course reported similar experiences and a sense of futility in even trying any more.

Our current management thinking and training is still imbedded in the post-industrial era and our current management employment and incentive schemes only serve to continually reproduce these legacy systems.

We have much work ahead of us in making matrix strucutres the default position of today’s organisations.

]]> Comment on Why senior managers underestimate the impact of a matrix by Matrix Leadership - tips for the top http://www.lifeinamatrix.com/why-senior-managers-underestimate-the-impact-of-a-matrix/#comment-127 Matrix Leadership - tips for the top Tue, 01 Jul 2008 14:10:14 +0000 http://www.lifeinamatrix.com/why-senior-managers-underestimate-the-impact-of-a-matrix/#comment-127 [...] little impact – after all everyone still works for you! This can lead to senior mangers underestimating the degree of difficulty their colleagues face in matrix management and in making the matrix organization structure work [...] […] little impact – after all everyone still works for you! This can lead to senior mangers underestimating the degree of difficulty their colleagues face in matrix management and in making the matrix organization structure work […]

]]> Comment on Power and influence without authority in matrix management #1 by Power and influence without authority in matrix management #2 http://www.lifeinamatrix.com/power-and-influence-without-authority-in-matrix-management-1/#comment-124 Power and influence without authority in matrix management #2 Wed, 25 Jun 2008 07:44:10 +0000 http://www.lifeinamatrix.com/power-and-influence-without-authority-in-matrix-management-1/#comment-124 [...] our first post on the subject of power and influence in matrix management we looked at what sources of power were open to us, and what were the consequences and limitations [...] […] our first post on the subject of power and influence in matrix management we looked at what sources of power were open to us, and what were the consequences and limitations […]

]]> Comment on Matrix management - the matrix of mum and dad by Kevan Hall http://www.lifeinamatrix.com/matrix-management-the-matrix-of-mum-and-dad/#comment-121 Kevan Hall Sat, 21 Jun 2008 07:28:31 +0000 http://www.lifeinamatrix.com/matrix-management-the-matrix-of-mum-and-dad/#comment-121 Its a good point Carsten - I know my place when that happens! Its a good point Carsten - I know my place when that happens!

]]> Comment on Matrix management - the matrix of mum and dad by Carsten Schwertfeger http://www.lifeinamatrix.com/matrix-management-the-matrix-of-mum-and-dad/#comment-118 Carsten Schwertfeger Wed, 18 Jun 2008 21:01:03 +0000 http://www.lifeinamatrix.com/matrix-management-the-matrix-of-mum-and-dad/#comment-118 Hi Kevan, the "matrix of mum and dad" is working as long as your kids are not bypassing this authority by asking grandma and granddad. In this case the matrix will get another level of complexity. Mainly against mum and dad. ;-) Regards Carsten 8o) Hi Kevan,

the “matrix of mum and dad” is working as long as your kids are not bypassing this authority by asking grandma and granddad. In this case the matrix will get another level of complexity. Mainly against mum and dad. ;-)

Regards

Carsten 8o)

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