Matrix teams are becoming more popular in organisations that require greater flexibility and agility. Members of matrix teams have "dotted lines" to multiple leads or managers as they act as "consultants" within their business.
In my last employed position, I was the leader of a function, yet I worked on projects, led forums, led working parties and partnered with other functions to embed change programmes. Each activity had its own leader and distinct set of team members. It enabled my employer to get the best people together for short term goals, rather than hire new employees and form new teams.
How it Works
When dealing with complex projects, a matrix team might be the solution you are looking for. Sticking with a traditional hierarchical team would mean creating a new team, hiring people and onboarding them. A matrix structure could enable you to move quickly, accessing talent, skills and experience for short periods to enable delivery. Some members of the project team might be fixed, permanent members, but others are more flexible and agile. They are "contracted" to the team to deliver a specific outcome, often while retaining other roles and responsibilities with another team. It gives you, as the leader, ultimate flexibility to get the right people with the right expertise to work on specific tasks at the right time. If done well, you could tap into the untapped human capability of every person in your organisation.
Before you think that this seems too good to be true, consider the numerous benefits and drawbacks to matrix teams. You need strong egoless leadership to make this work for you. Why? simply because you have to work in collaboration with other leaders to ensure you all deliver your outcomes with shared resources. If you put too much pressure on your members, without considering their commitments to other teams they are part of, the members will become stressed and the burden falls on them to manage upwards. Successful matrix leadership shifts from top down power towards servant leadership as you want to ensure each member is cared for, clear and accountable.
If you are leading global teams, you have other logistical and cultural factors to also consider such as time zones, language, working across different cultures and utilising technology to communicate.
Matrix teams, like project teams, need a clear scope, end point and purpose. Roles and responsibilities are clear and an understanding and consideration of members other commitments is paramount. Often in a matrix team, members have a line manager and some “functional” activities and are “loaned” to a project, group or forum. Members will be specialists in their area of expertise. This brings together a blend of employees, contractors and consultants and this diversity can enable great innovation and creativity. It can also lead to disharmony if not well led.
For example, let's consider an office refurbishment in a matrix style approach. The facilities manager might be elected sponsor or lead whilst continuing with their core job responsibilities. They will set clarity over the scope, time and budget and then look to build a team. They might need to negotiate resources from other line managers, bring in an external contractor to design, another to build, and use internal staff to lead communications, engage staff and manage budgets.
Benefits of matrix teams:
Challenges of matrix teams:
How to lead a matrix team:
As the leader of a matrix team, you will have to motivate your people and deliver the desired results or achieve the goals without having direct authority over them. You will need to coach others to collaborate with colleagues across distance, cultures and other barriers mentioned above. To be successful, you will need to focus on the behaviours of your team, rather than its structure, and continuously develop your skills and ways of working.
- Identify Your Matrix Roles and Relationships and communicate them.
- Lead empowered adults and trust them to manage their own time.
- Think of colleagues as partners and collaborators and nourish the relationships and pay forward good will.
- Pay attention to team dynamics, formation and focus on teamwork as a priority.
- Create communication and collaboration tools, platforms and prioritise usage. The more people talk, the better the outcomes.
- Become a coaching or servant leader and ensure that you understand each members motivations, priorities, needs and strengths.
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