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:
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
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:
- What’s been working well? What achievements have there been? What goals are being completed?
- What priorities are upcoming or the next quarter (or other)?
- What roles, or processes, need to be clarified?
- What changes do we need to make in order to be more effective?
- 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
Get your Q2 planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon, or join me for the Virtual Facilitation Essentials program
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.
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Everything DiSC
Phone (416)996-8326
Get your Q2 planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon, or join me for the Virtual Facilitation Essentials program
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.
RSS Feed
