LEADNG IN MATRX ORGANIZATIONS

While moviegoers the world over have been thrilled with the various versions of the Matrix being released in theatres worldwide, a very different reaction seems to be forthcoming from organisations where the Matrix has been unleashed on employees. We're not referring to movie screenings in organisations, of course,but to this wonderfully complex organisational reporting and role structure that is being installed and touted as the panacea for all organisational ills. And as if Matrixes were not complex enough, there is now talk of Spaghetti structures (no, we haven't misspelt it) and Velcro organisations! (We'll leave these confounding concepts for another time) Having been insiders in such a matrix organisation and structure, we're often besieged by questions from both nostalgic old timers and overwhelmed newcomers on how the straight and simple pyramidal hierarchy was so much happier and productive and how the current matrix structures are so much more slow, unwieldy and impractical. We've our standard explanations, naturally, which involve the regular management blah higher expertise leverage, better communication, more alignment, better efficiencies and the like. But over the years, we've realised that the inherent question that employees seem to be asking is not why matrix structures exist, but how do we deal with them? Understandably , a matrix organisation continues to elude definition even after over 30 years of use in work settings. Davis and Lawrence (1977) defined a matrix as "any organisation that employs a multiple command system that includes not only a multiple command structure, but also related support mechanisms and an associated organisational culture and behaviour pattern." One of the most common characteristics associated with the use of the terms matrix and project is the `mixed' or

`overlay' organisational form in which traditional, vertical hierarchy is "overlaid by some form of lateral authority, influence or communication." (Galbraith, 1971; Knight, 1976; Larson & Gobeli, 1987). The matrix structure exhibits a second common characteristic; namely, dual lines of authority, responsibility and accountability that violate the traditional `one-boss' principle of management (Davis Lawrence, 1977; Denis, 1986a; Knight, 1976; Galbraith, 1971; Kerzner, 1984; Cleland & King, 1983). The matrix, then, is a coordinative structural device which constructively blends the programme orientation of project staffs with the specialty orientation of functional personnel in a new and synergistic relationship. The long and short of it is that if you are among those reporting to multiple bosses and have subordinates who report to you as well as some others, you are smack in the middle of the Matrix organisation and here's our prediction these organisation structures are here to stay. While literature abounds on the advantages and disadvantages of Matrix structures, our intent in the article is only to give you some tips of how you can take advantage and be successful in such a context. Over the years, we've come to like Guy Kawasaki's (CEO of Garage.com) style of putting things down in a top ten format that way, people at least know when the article is going to end! We use the format to draw your attention to some of the fundamental tenets of dealing with and enjoying working in Matrix structures. Tip 10: Ignorance is not bliss know thy context Context is king and if you haven't heard that before, it's worth repeating over and over. An organisation, if anything, is a complex web of relationships and information flows. And like any network, there are `busy nodes' through which a lot of the traffic passes and there are the `isolates' which are not privy to much traffic. Be a busy node and stay `tuned in' to the organisational context. It's important to be discerning and learn to

differentiate the real from the chaff your success often lies in being able to hear and act on the "unstated". And remember that isolated nodes eventually drop off the network. `Being in the know' is not about politics, it's about survival. Tip 9: Stay on the radar screen and own your airtime As with public memory, organisational memory is short. That you exist is a fact that should be known to more people than you. Do your own media planning. Airtime is in short supply. So never miss an opportunity to address people or harp on your exploits. Occupy people's mind spaces. Get invited to meetings and parties. And remember, if you repeat the right things long enough, even you may veer around to believing it! Tip 8: Find your sponsors and enable your ambassadors While one Godfather was enough in the pyramid, a matrix structure requires you to create multiple sponsors (yes, you need to hedge your risks). Ensure that they benefit from your progress. Stay connected. Let your left hand know what your right is doing all your sponsors must know positive information about your doings. Also, create your ambassadors it helps to have others resubstantiate your claims! If you have a team working for you, they could be a great means to disseminating positive information about you. Tip 7: Identify, escalate and solve problems (not necessarily in that order) There is this classic fallacy that exists in organisations that solving problems is the biggest challenge. We beg to differ. We think identifying a problem and then defining it is often the most difficult part how many books have you read on how to formulate problems? Organisations obviously have scores of problems, but the best are able to pick the critical ones the 80:20 rule and then not

only provide a solution, but also ensure that everyone knows about it. While the solution itself is important, how you solved the problem is more crucial than the fact that you have solved a problem. Remember, often you don't have to solve the problem, you have to enable a solution. If that sounds like management-speak, it basically means you can get anyone to solve the problem, but since you own the problem, nobody else can own the solution. The first part of this article, published last week, looked at the origins of matrix structures in organisations. It also outlined some strategies managers can adopt to survive the matrix. Success in organisations with matrix structures hinges on strategies such as understanding an organisation's context, building visibility and identifying, escalating and solving problems. In the concluding part of the article, the authors present some more strategies for success in the matrix. Tip 6: Pick your battles There are two kinds of battles fought on organisational turf low power wars of attrition fought over long periods and the highly visible quick thrust and parry battle. Choose your battles. Engaging in the longer versions very seldom yield positive results. If you opt for the shorter version, be careful who you fight with. And remember, winning doesn't matter always sometimes being bloodied and wounded makes for a great photograph and oodles of sympathy and the general sentiment is always to identify with the underdog. But while being a martyr guarantees you friends, it may not guarantee your job! Our advice? Always pick `causes' and `principles' to fight for and make that known. And it's obvious that if you can focus your energies on fewer battles, your chances of making something out of it are better. Tip 5: Letting go

One of the lessons a juggling instructor always emphasised was that juggling is not about catching the balls; it is about letting the balls go. We find that a true metaphor for life and especially so in matrix organisations. You do not own your resources, whether it is your people or material resources. So be prepared to let your people go whether it means their moving to other departments or other functions or geographies. Top it by being magnanimous about the whole thing. A similar attitude is a big help when you allow for sharing your other resources as well. Everything returns. Somebody said that about the rules of gravity, but it certainly applies to organisations as well. And often, they come back with a great deal of good will. Tip 4: Cultivate networks You must have heard this often enough, but it needs greater emphasis. It is not enough to know people. It is important to be able to help and ask for help. Cultivation means investment in it and also reaping the rewards. People in positions of power like to help. So ask for it and be prepared to help in return. A favour exchanged makes for a much stronger network than just knowing each other socially or professionally. Tip 3: E-mail quick, short and often In this highly virtual world, perceptions about you are often based on your responses to e-mails. This is a no brainer be quick to respond. Writing shorter mails gives you the advantage of processing a greater number of mails a day. More importantly, leverage the medium to stay connected. A colleague , often drops a mail just saying a `Hi `to stay in touch it has kept the person's multiple relationships alive and people appreciate that you think about them. These short notes are great ways to manage how you are perceived. Tip 2: Personalise, personalise, personalise a little extra care goes a long way

Whether it is in your mails or one-on-one meetings, be sure to personalise your response and treat everyone as a human being who also has a context outside the professional one. Your association acquires greater depth when you connect to people in both these contexts. Our grandmothers and mothers were right people like being fussed over and taken care of. Go out of your way to do simple and unexpected things. Gift a book or piece of music that the person likes. Send them a cake on their anniversary. Wouldn't you feel positively inclined towards someone who made a thoughtful gesture like getting you invites to a play you may otherwise have missed? Tip 1: Remember, your influence is boundaryless This is the matrix mantra you must never forget. Organisations are full of white spaces that belong to those who lay claim to them. That somebody does not come under your department tree does not exclude him from being `influenced' or `persuaded'. While we do not recommend coercive persuasion (do read Edgar Schein's research in the area if the concept interests you), you have to leverage your influence across your organisation's boundaries. Like most influential leaders, you must have an opinion about most things and state them whether it is on organisation strategy or the Kyoto Protocol. You shouldn't be `territorial' and keep your influence restricted. So claim your space, especially when it comes to crucial decisions. Never feel shy of deploying your influence even if it is outside your departmental tree. The more you engage with other parts of the organisation, the more they start engaging back with you. In short, increase,in Stephen Covey's terms, your "circle of influence". Work on it hard. Remember, not all influence is derived out of expertise it can often be with just pure lung power.

We swear by these rules. They are fairly commonsensical, but then you know what they say about common sense being fairly uncommon. We hope they will be of some value to you. For those already grappling with matrixes, feel free to add your own insights and for the uninitiated, who are moving towards matrixes, enjoy the ride.