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
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
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