For the first decade and a bit of my career, I led teams that were primarily matrix teams. My staff were supported by both myself, and a local level supervisor.

Matrix relationships have become increasingly familiar in many businesses and locations. Making matrix relationships work requires that we focus on clarifying relationships and roles, we are super clear about reporting, and we also take time to specify who is taking the lead on what, and what needs to be communicated to each partner, when.

Another part of having great matrix relationships is making sure that we have strong team culture. As I’ve defined in past posts, team culture is HOW WE do things. It’s our response rates, how and when we pick up the phone, how we have each others’ backs and how we make sure we are helping each other.

Another critical part of matrix success is holding regular review meetings (virtual or other) to check in around how things are going. These meetings may be quarterly (which I usually recommend) or even more or less frequently.

During these three-way meetings you might check in around questions such as:

1. What’s been working well? What achievements have there been? What goals are being completed?
2. What priorities are upcoming or the next quarter (or other)?
3. What roles, or processes, need to be clarified?
4. What changes do we need to make in order to be more effective?
5. What else is important to explore?

These meetings don’t need to take a lot of time and can be done virtually as well. Thirty to forty-five minutes may be all that is needed.

What do you want to include in your upcoming meeting?

Best wishes, 
​Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Everything DiSC
Phone (416)996-8326

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Contact us to discuss how we can support you and your teams and organization with remote work.

Check out upcoming virtual programs on our calendar
​
PDF copies of PlanDoTrack now available! Get yours here. ​

​For the last few months, I’ve been enjoying the creative process of bringing my focus on remote work out into the wider world via the Remote Pathways Podcast. If you haven’t stopped by for a listen, please do! You can listen in here.

​In the Remote Pathways Podcast we explore the people, places and practices of remote work today. The podcast spans the ecosystem of remote work, which I bring to life via the Digital Dozen™, twelve different types of remote workers. From those who are attached to, and lead, larger corporate teams in the business sector, to solopreneurs, those who Work From Anywhere, mobile Sales Professionals, as well as project managers who lead global teams. Remote work has never been so diverse.

Regardless of the differences to the type of work we do, most of us experience similar challenges. I say this with confidence, as over the last three decades I have worn many of the different hats in inhabiting a variety of roles in working the remote, mobile and virtual space.

Today’s blog post explores eight differences when working in the remote space. Consider how these impact you:

Autonomy - The paradigm of leadership when managing a remote team needs to change from an older model of control and micro-management, to one which empowers and coaches. With team members potentially multiple time zones away, and sometimes a lengthy plane ride, as leaders we need to shift our role to one of liaison, trouble-shooter and empowerer. Our team members are the ones “on the ground” with the expertise we will never have in our parachute meetings with them. What are you doing to shift the way you lead and empower your team?

Skills - Related to the shift in formal leadership, remote teams benefit when an emphasis is placed on building and equipping all team members with skills in leadership, teamwork etc. everyone on a remote team will benefit from skills in communication, decision making,  prioritization, not just the formal leader. What are you doing to equip all your team members with skills?

Connections with others - I recently hosted a community call I entitled “No person is an island”. In Effective Virtual Conversations, I started writing about the importance of remote workers being intentional in exploring what their connections are with others. In a team-based context, the work I am doing, or not, may have a significant impact on a team member half a world away.
With this in mind, it’s important that team members do get a regular opportunity to spend time with each other – formally in meetings and possibly informally in virtual co-working sessions. Building in processes in meetings and systems to help team members see the connection between their work, boosts productivity and engagement.

What are you doing to create formal and informal virtual work events to connect and collaborate?

The Matrix -  In a remote work situation it’s likely that team members may be part of multiple teams. This has implications around being very clear around roles, goals and priorities, as well as making sure that team culture is strong. If I am a member of the Toronto team, and also a special projects team, am I clear about the differences in team culture, and priorities? Spending time as a remote team clarifying how you want to work together is an essential part of high performance. I share more about this in part 3 of Effective Virtual Conversations.

There are many other differences which exist from motivation, and inner drive, to relationship building and visibility. I’ll be sure to address some of these other important distinctions in tomorrow’s post.

Looking for support to shift you in working remote? Let's set up a time to connect and discuss  your coaching, or team development needs around remote working.  Email or phone.

Best,
​Jennifer

This month we explored the topic of Teamwork in Uncertainty. From looking at the statistics of readers, it seems like it was a very resonant topic for those who visited the Teams365 blog this month. If you haven’t taken a look at this month’s posts, please be sure to check out:

1968 – Tuesday May 21: Teamwork in Uncertainty – Pivot
1969 – Wednesday May 22: Teamwork in Uncertainty  - Comfort with the Unknown
1974 –– Tuesday May 28: Teamwork in Uncertainty – Strengths and Go-Tos
1975 – Wednesday May 29: Teamwork in Uncertainty – Synergies

As we step into the end of May, I thought it would be useful to reach back to one of the posts from last May on Prioritization.

One of the most disruptive things about disruption is the impact on our focus. Prioritization becomes a key skill set to cultivate.

Here’s what I wrote last May about leading in complexity -
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“Prioritization is a skill set we draw upon regularly in times of complexity. Prioritization allows all team members to regularly scan and manage their workload.

Key to prioritization is:

• Having the tools to prioritize
• Feeling empowered to make decisions and take responsibility for managing workload
• Understanding what is most important – to the different players of the team, as well as the different time frames you are working on (short term, medium term)

In past Teams365 posts I’ve explored a range of prioritization skills including the Urgent/Important Matrix (we often attribute to Covey), as well as a Decision Matrix where we weigh what’s important in making our decisions.
 
For more on the topic of prioritization, check out these additional resources:
This excellent article from MindTools.com - which has an incredible amount of other resources team members and leaders will also want to check out.

LiquidPlanner.com's article on How to Prioritize Work When Everything Is #1 - Read it here."

For those that are looking at prioritization through the lens of product design, you'll want to take  a look at this excellent article 20 Product Prioritization Techniques.

In my books PlanDoTrack and the Coaching Business Builder I share four prioritization tools I use regularly with my clients and teams including the Urgent/Important Matrix and Strategic Issues Mapping.

The issue of prioritization takes on increased importance when we are working as part of a matrix or remote team. In these instances, our priorities may be varied and not as visible to ourselves and others. What is important for you to note around prioritization?

Best
Jennifer

Jennifer Bri​tton – Potentials Realized 
Leadership | Teamwork | Business Success
Author of multiple books including Effective Virtual Conversations (2017), PlanDoTrack (2019) and From One to Many: Best Practices for Team and Group Coaching (2013)
Follow along with the #90DaysPlanDoTrack series over at Instagram @CoachingBizBuilder 
Join the conversation at the Conversation Sparker Zone - our online community where you can explore virtual and team issues, coaching, productivity and business development.
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This month’s focus at the blog is Team Springboards. Teams are the engines of many businesses today and being in top shape is important. Team culture is also important, given the context of virtual and remote work where matrix teams are an inevitable part of the equation. When working in matrix environments, it can be really important to strengthen your team culture and clarify how things are done in your culture. Again, team culture is about HOW WE DO THINGS. It’s our processes, our practices, and what’s acceptable and what’s not.

I thought it would be useful to take us back to a past post on Team Culture which you may want to explore as you go to define the different team cultures you are part of. Here’s what I wrote in Teams365 #1526:
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“Team Culture: The Every Manager’s Desktop Reference defines organizational culture as “a set of shared values, goals, practices, and management styles that characterize an organization and are expected to be reflected in its public face and member behaviors” (pp 414, Every Manager’s Desktop Reference).

Today’s VUCA business context, characterized by ongoing change and flux, has pointed many teams to the importance of team culture. Our team culture may be different, or aligned with, our organizational culture. Simply put, team culture is “HOW WE DO THINGS”. It is the behaviors, practices and values which shape our every day interaction. Think about a team who has as part of it’s culture “customer service”. Actions and activities around providing exceptional service will be prioritized over ones that value quality and/or time, unless they are linked to customer service.

What are the adjectives that describe your culture?

Team Culture doesn’t always get the attention it deserves, and HR writers like Susan Heathfield reminds us “team members understand that 20% of the problems that they will experience as a team will fall within the context of the task or mission the team is assigned to accomplish. The other 80% of the problems they experience will relate to their team culture and the processes team members establish and commit to for interacting with each other as team members.” Here's a link to her great article Team Culture and Clear Expectations at The Balance.com.

There are many different models of what comprises team culture:

Culture includes our behavioral norms and agreements - How do we do things here? What is acceptable and not acceptable.

It also includes team identity – How do I connect with others, how do we see ourselves?
​
What we value: Culture is shaped by our values, beliefs and actions. It also includes our mindset. Consider what some of the mindsets are for you as a team. This might include: “We are able to flow with the changes that come our way” OR “We go above and beyond or “We rise to the challenge every time”.
When cultures are strong new members and external people can sense what our team is like. It’s almost a visible layer to others. This is especially true when we have a culture of collaboration, having each other’s back, or helping each other.

​What's important for you to note and be in dialogue around as a team with respect to team culture?”

Here's the original post.
​
What’s important to note about the cultures you are part of right now?

Best wishes,
​Jennifer

​Jennifer Britton – Potentials Realized 
Leadership | Teamwork | Business Success
Author of multiple books including Effective Virtual Conversations (2017), PlanDoTrack (2018) and From One to Many: Best Practices for Team and Group Coaching (2013)
Follow along with the #90DaysPlanDoTrack series over at Instagram @CoachingBizBuilder 
Now available – PlanDoTrack Workbook and Planner - Order a copy today on Amazon
Join the conversation at the Conversation Sparker Zone - our online community where you can explore virtual and team issues, coaching, productivity and business development).
Check out the new 19 Tips for Productivity On-Demand Course. If this is your year to get things moving, check it out now. Join Jenn for bi-weekly live group calls until July. $129 US. Learn more and enroll here.

Welcome back to Monday’s EVC Tip - #63 in the series.

This week’s tip is all about getting you to think about matrix management. In the virtual space it is likely that your team members are part of multiple teams and may be reporting to several different leaders.

Remote team members may have a local leader or supervisor they see on a regular basis, and also a more remote team leader who actually works more closely with them on the macro level.

For example, maybe a person is part of a continent wide marketing team. This team is continent wide in focus, and because they are based in a more remote location, they report into a local office regularly. They are expected to work with both the local and regional leaders. Each team has different ways of working and different cultures. The regional marketing team is more laid back and creative, while the local team is detail oriented and fast paced. It can be a  challenge for the employee to navigate both sets of working relationships, work cultures and leadership styles.

Key to this process is being intentional, and proactive, in discussing many of the issues that may emerge. If three-way meetings are possible – between the employee, the local leader and the regional subject leader, it can be useful to talk through how as a partnership you can be most effective in supporting the employee in getting the results needed for the organization.

Some key issues you will want to clarify early on in your communications within matrix relationships include:

• Clarifying roles, responsibilities and reporting structures
• Identifying overlaps and gaps
• Clarifying goals and priorities (especially if there are different priorities)
• Identifying resources available

You can read more about this on page 334 of Effective Virtual Conversations.

Enjoy!
​Jennifer

​Jennifer Britton
Potentials Realized | Effective Virtual Conversations |  Coaching Team Leaders  
We provide team and leadership development support through coaching, consulting and training services
Author of several books including the 2018 Coaching Business Builder Workbook and Planner & Effective Virtual Conversations (2017) 
Email: info@potentialsrealized.com
(416)996-8326

Matrix management is one of the many challenging elements of being part of a virtual team. In matrix management we are part of several teams, reporting to different bosses and leaders. Challenges arise when there is a lack of clarity with what you need to report on, when and how.
Today’s activity gets you working with your team to map out the different elements of their own matrix management relationships.

Time needed – 10 min plus discussion time (which may occur after the team activity with each matrix relationship)
Materials needed – Pen and piece of paper. Or screen and file

Instructions:
Have people think about the different reporting relationships or teams that they are part of. On their piece of paper have them sketch out who those teams are – names of leader, team members and what the team or entity is called (i.e. Local level team and Hq)
Once each person has laid it out, then have team members write in the top priorities for each team the are part of.
Following from this there may be a series of instructions followed by a pause so people can write things down. Questions/instructions could include

1. Write down the top 5 priorities for this team (this quarter, this year, this month)
2. Think about the leader of this team. What are the issues you need to report on? When do these need to be reported? To what level of detail do issues need to be communicated? What structures are there to support you around this?

Thinking now to the team level:

• How often does this team meet?
• What ways do you connect with the team?
• What type of conversations are important to have with members of each team?
• What are the specific conversations you need to have? With whom?
• What feedback would you like to ask from each team member?
• What feedback do you want to provide to others?
• What else is important to note?

Have a great conversation,
Jennifer

This week's team building tip #147 gets you thinking about the question "What should I know about how matrix management can work best?". This is a strategic question for any virtual team. Matrix management issues abound in many virtual teams, with team members being supported by, and having to liaise with, multiple leaders. There can be an art, and skillset required when moving into matrix management relationships, that all team members should consider.

​Questions to think about as team members - individually and collectively are -

1. Who do I report to? On what issues?
​2. What are their preferences in terms of  - how they like to be communicated with? When they want issues flagged?
​3. When is it appropriate to flag other issues with my other leaders or team members?
​4. What support do I need? Where do I get resources?

​For other posts on Matrix Management, refer to these Teams365 posts:

​Teams365 #595 - Where's the Loyalty?
​Teams365 #594: Four Keys to Making Matrix Management Work. Read it here

​Have a great Thursday,
Jennifer


 

This month's focus here at the blog is going to be on virtual teams. Whether you are working remote across a bigger city, or globally across five timezones, making virtual teamwork, work better is a key priority for many leaders, team members and organizations today.
When we lead virtually, it is quite common to have some, or all of our staff, also supported by other leaders in a matrix management arrangement. Today's post includes four keys for making matrix management work:
1. Clarify roles and responsibilities - In matrix management it is essential to clarify who is responsible for what, and  what type of support the employee needs from both parties.
2. Clarify reporting - Given that virtual staff members may be reporting to two or more supervisors/leaders, what needs to be reported, how and when? Are work reports shared virtuallly and/or centrally for ease of access, efficiency and to avoid duplication.
3. Clarify overlap - What's the overlap and gap in the matrix management relationship. Take note of what might fall through the cracks and what be duplicated effort.
4. Make three-way reporting meetings regular. While a meeting of all parties - the two managers and staff may not occur every month, consider how and when you want to connect to provide updates, do reviews and coach. Making these touchpoints planned and intentional may be a more process related approach than some in-person leaders have been accustomed to.

As you consider your work as a virtual leader, what do you notice about what is important to you and your team? What requires attention?

Have a great Wednesday and start to March,
Jennifer

It is Friday and time to take a look back at one of our more than 1100 blog posts. Yesterday I focused on matrix management in our weekly team building tip and I thought it would be useful to take a look back at one of our past posts on matrix management, namely - sources of conflict in matrix management teams. With the growth of more virtual teams being able to surface and address conflict in the virtual realm is becoming a well needed skill set. Many times conflict in the virtual domain is easy to ignore, but has the ultimate impact of lower productivity and results. Given the long distance relationship this can lead to significant fails and impact.

So how do we become more proactive in addressing conflict within virtual teams and the matrix management environment? We need to be aware of where conflict may stem from. Consider these sources which I initially  mentioned in Teams365 # 601

"Matrix leadership and team arrangements are becoming much ore common place today. Once only relegated to project and global teams, matrix arrangements are much more common-place. It can be important to recognize acknowledge potential sources of conflict, so that you are aware of them and can mitigate.

Here's a list of potential sources of conflict in matrix teams include:
* Conflict between local level priorities and global or project priorities
* Conflict between direction and style of local leader and matrix leader
* Style conflict
* Potential conflict on multiple levels around communication styles - direct versus indirect communication - (refer to Geert Hofstede's Culture scales)
* Conflict created by working across multiple time zones which can impact meeting times, and perceived favoritism
* Conflict around resourcing (perceived and real)
* Conflict around team membership - my "local" team and my "project" team
* Conflict around team culture - how things are done on different teams and what's acceptable and not

These are just a small representation of potential conflicts created in the matrix environment. What is important is to equip team members with enhanced skills in working across differences and recognizing your impact with others.

What do you see as possible conflicts which could emerge in your matrix work?"

If you are a matrix manager this week take the opportunity to discuss with your team members in their one on ones where potential conflicts exist, or could exist, and how together you want to resolve them.

Have a great Thursday,
Jennifer