Managing the Matrix: The Secret to Surviving and Thriving in Your Organization

Managing the Matrix: The Secret to Surviving and Thriving in Your Organization

Dawn Metcalfe

Language: English

Pages: 224

ISBN: 1118765370

Format: PDF / Kindle (mobi) / ePub


A comprehensive guide to excelling in a complex matrix organization

Debra was not in a good mood as she entered Johann’s office for their third meeting. One of her colleagues had just been promoted and, although the guy who got it was good, she didn’t think he was any better than her. Well, except at one thing, he was always playing politics - sucking up to the more senior guys and volunteering to be on any committee going.

Debra knew the type - went to the same school, belonged to the same club - she didn’t have a hope against the kind of connections he had so she might as well give up. It seemed doing a good job just wasn’t enough around here.

Debra and Johann work in an environment with multiple and complex reporting lines – in other words, a matrix. There’s room to “slip between the cracks” – if a person wants to take advantage of confusion over who is managing performance; or if they can’t make the necessary transition to self-management. Communication can be difficult even when there is an apparently shared language.

Read how Johann and Debra work together to identify the skills needed to succeed in a matrix, and how using Emotional Intelligence (EI) can develop specific behaviours you can incorporate in your daily job.  The result will help reduce stress and increase your chances of success.

Dawn Metcalfe, Managing Director of PDS, based in Dubai, uses her experience as a coach and trainer to give us a behind the curtain look at how mentoring can help an individual develop the skills they need to survive and thrive in today’s complex work environments.

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list, let me ask you a couple of questions.” Debra nodded. “OK. The first question is ‘if you could do all of the things on your list perfectly would it solve all the issues created or exacerbated by working in a matrix?’” Debra laughed. “I think it would solve most problems in the world! Seriously, let me look back at what we said the main problems were for people working in a matrix. We said that people in a matrix work across functions and geographies, with people with different

emotionally intelligent you are!” Johann teased. “You're right of course. Many corporate messages are listened to with something on the scale from indifference to contempt. And I think EI can help here too. “People have been burned in the past by messages that went beyond not noticing potential and entirely predictable emotions to almost actively trying to annoy people. Think of all those people who get fired by SMS or are told that a redundancy is an ‘opportunity to start the rest of their

you sent me?” “I think EI and EQ refer to the same thing,” Johann replied. “EI is emotional intelligence and EQ is emotional quotient which I think is meant to remind us of IQ or what I suppose we must call ‘general intelligence’. I prefer EI because I think it focuses the mind on the fact that it's about having intelligence around emotions and the ability to improve that. I don't like EQ because the focus seems to be on the emotions which doesn't seem very helpful as surely everybody has an

decided to probe a little further. “So tell me a little bit about yourself and why you're here.” Debra took a deep breath. “Well, I'm 32 years old. I have an MBA. I've been promoted four times in six years and I moved to this company eight months ago when I was made an offer I couldn't refuse.” She stopped. “It wasn't just the money although I won't lie the package was very attractive and, of course, it's a prestigious organization; but it was also the chance for growth and development

comes into your head. Then the second. And keep writing. Aim for at least 15. They can be something that happened 10 years ago, or even longer, or it might be something that happens on the way home today. Don't censor them or worry about them being too trivial or too personal – you don't have to share them.” Debra started to write. 4 Working on Objectives Debra found that she was looking forward to seeing Johann, her mentor (it still sounded strange to her ears), again. She felt that

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