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

Introduction

Working in the matrix is hard. That's what anybody I've ever spoken to who works in one says. Many of them say that it is the only option, however. They recognize opportunities exist in the matrix; but almost every person and a significant amount of research point to turf wars, confusion over accountability, competing geographical and functional targets, lack of clearly defined roles, and too many people involved in the decision-making process, as some of the problems caused or exacerbated by working in a matrix.

To find out how best to deal with these issues I have talked to hundreds of managers, directors and executives during training courses and coaching sessions. I've formally interviewed dozens of individuals entrenched in organizations that use the matrix structure. The answer seems to be that the “soft” skills we often wait to train people on until after they need them are key to success in the matrix and, possibly, in any job.

This book is a story about Johann, a senior manager, recently converted believer in “soft” skills and desperate to keep Debra, a high-potential, highly educated member of “Gen Y” who feels like she's not getting enough attention. It asks whether emotional intelligence (EI) exists and, if it does, how is it useful in working within a matrix? And of course, if it exists and is useful, then can we learn it?

My story is based on what I have learned from clients, many of whom work in a matrix organization. What is striking is the similarity ...