MM7E Detailed Outline - Web viewWhat looks straightforward from one point of ... Simplifying might mean boiling things down into ... we get a little elevation-happy and pretty soon

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PERMISSION TO USE MATERIALSfrom Engagement Schedule 1, Finerty Consulting Master Service Agreement

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Content Timing

Content Notes Optional Discussions, Activities, Worksheets

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Slides 1-4

Session Introduction [Introduce self, position workshop in

organizational content] The content of this workshop is from the book,

Master the Matrix: 7 Essentials for Getting Things Done in Complex Organizations. The book is based on surveys and interviews with 150 matrix managers across a variety of industries.

You will receive a copy of this book at the conclusion of the session.

Outline objectives and agenda Describe resources they will be using (book,

worksheets, etc.) Outline any ground rules and other logistics

Participant Intro (:15-:25):Have participants introduce themselves (name, position, years with company, etc.) with one word that describes the matrix for them. Track on FC and refer back to/add/edit at end of workshop

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WELCOME TO THE MATRIX (CONTENT TOTAL :30)

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Slide 5-7

Welcome to The Matrix: Why a Matrix?

Traditional organizations are set up like lanes on a highway—straight and straightforward, you know your lane and you stay in it. Everything and everyone that is needed to run that part of the business is contained in that lane. As they grow, they add lane (add a product--add a lane; add a geography--add a lane, etc.).

At some point, organization realize two things: (1) adding lanes is a really expensive way to grow; (2) these lanes are making decisions and acting on things that are right for the lane, but not the overall expressway.

To maximize resources and to get people thinking as one, intersections are created—functions that go across business units, regions that go across business units, shared services that stretch across, cross-functional teams that cut across. Matrices are created.

ASK: But what happens in intersections? [Listen for: crashes, collisions, traffic jams.]

What the matrix requires is more of a traffic circle approach.

ASK/FC: How is your approach to a traffic circle different from an intersection? [Listen for: more judgment, yield instead of stop, anticipate, increased level of awareness of what is happening around you, etc. Connect this to what is needed in a matrix role.] What happens when you use the same approach for a traffic circle that you do for an intersection? [Listen for: collisions, frustrations, traffic jams in all directions].

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Slide 8

Welcome to The Matrix: Matrix Roles

In order to make these traffic circles work, organizations create matrix roles. There are many variations, but they all start with the four on this slide. [Walk through these, using organizational examples.]

Project Team: This is the most “traditional” and established form of matrix. It is defined as having a project management office structure and a functional or business reporting structure. These roles are very common for long-term projects like product development. People are generally 100% allocated to these projects/positions. The idea behind this is to establish dedicated resources that utilize structured project management, but are still held accountable to the function or business that owns the final product.

Dual Reporting Relationship: This is most often seen as an outgrowth of globalization. Often, globalization includes centers of expertise that maximize the knowledge of specialists and maintain local offices to maximize proximity to customers and markets. So while a person (say HR, marketing, finance) may report to a centralized head of their function or region, he or she may also have a solid or dotted line to a business or geography. This dual-reporting relationship is intended to ensure that the specialist doesn’t operate in a vacuum, removed from those whom he/she supports.

Cross-Functional Team: These have cropped up all over organizations as a way to solve problems and keep the business moving. They are generally for specific (and often short-term) projects/issues. The idea behind this type of matrix is that more minds = better problem identification and better solutions.

Discussion (:05):By show of hands, how many of you are in each of the different roles? [Note that the workshop will be applicable to all types of matrix roles and that the summary at the end of each chapter notes the highlights, key concepts and applications for each of the different types of roles.]

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Welcome to The Matrix: Matrix Roles, continued

Customer Hub: Companies often have dedicated customer teams whose sole purpose is to work together to meet the needs of specific internal and external customers. More and more, these teams are not fully dedicated to one customer or even customer group. Instead they are a “shared service” that supports a line of products or even an entire business.

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Slide 9

Welcome to The Matrix: Building Blocks

[The first three building blocks link directly with the words on the flipchart regarding how a traffic circle differs from an intersection. For example, “mindset” is basically realizing you are in a traffic circle not an intersection; “jujitsu” is like the yielding that is required in a traffic circle; “zoom out” is the same as increased awareness required.]

Mindset: How you approach or see things will determine what you do, which in turn leads to your outcomes. If you want different outcomes, you need to start by changing how you view your situation—your mindset. The key mindset shift for matrix roles is that it is different. You can’t operate like you are on an expressway or even an intersection—you are in a traffic circle and different approaches are called for. You also can’t operate in a matrix role the same way you do in a traditional role. You must think differently.

Jujitsu: Jujitsu is a 2,500-year-old martial art that relies on redirecting the force of your opponent, thereby using his/her energy, not your own. Jujitsu is pertinent to matrix masters because conflict (though generally not hand-to-hand conflict!) is what matrix roles are set up to bring out. You can view this conflict as a battle and exhaust yourself fighting, or you can choose to not fight fire with fire. If you don’t compete (for resources, decisions, control, etc.), your opponent can’t win. Instead, try stepping away or disarming the conflict by giving concessions. It may seem counter-intuitive and potentially counter to your organization’s culture, but it is a powerful approach that leaves your reputation, values and strength intact.

Discussion Question (:10):Which one do you find is most challenging in your organization? Why? What have you observed?

Activity: Applying the Building Blocks (:25-:30)::10 set up:15 - :20 minutes at the end of each module or session

Objective: To help participants identify the role of building blocks in each of the essentials and to aid in their application of the blocks.

Set Up: (1) Divide group into four teams (around each of the blocks—if possible, have them self-select into the block that they feel is most applicable/critical for them to raise awareness on); (2) Let the groups know that at the end of each module or session, they will be responsible for recording and sharing with the full group, all the of the applications of their block that they heard; (3) At the end of each module or session, give them :05 - :10 minutes to discuss as a small group and then allow :10 to share their links to the blocks.

Examples of applications they should identify: In partnerships, the mindset of “nothing is purely independent” is key to being effective. In goals, you have to exercise some jujitsu in letting other goals take priority. For role clarity, the mindset you need to adopt is that total clarity is not possible. In influence, you have to triage the issues you take on so that you can get traction.

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Welcome to The Matrix: Building Blocks, continued

Zoom Out: To succeed in a matrix, you must broaden your perspective. Maintaining a narrow, siloed focus on only your small segment of a project or organization will lead to failure. Matrix masters must be able to see all the pieces of the puzzle at once to figure out whom to involve, communicate with and influence. The traditional perspective of “I focus on this and this only” will only hurt you in a matrix role. Zooming out can be difficult because when we are overwhelmed or confused, our natural human tendency is to pull back and focus on whatever is right in front of us. These blinders may offer temporary relief, but not a sustainable solution.

Triage: We know this as a medical term that refers to the process of efficiently prioritizing patients based on the severity of their condition when resources are insufficient to treat them all immediately. Sitting at a traffic circle with a zoom-out mentality, you will see a lot: discussions that need to take place, decisions that need to be made, problems that need to be solved, conflicts that need to be resolved. But seeing them isn’t the same as tackling them. To avoid being completely overwhelmed, you have to triage.

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Slide 10

Welcome to the Matrix: The 7 Essentials

The building blocks are in the background for all of these essentials—you use them in every context, in applying all different skills and practices.

“Start with Partnerships” is the most important essential, as it facilitates the others—it helps get goals aligned, eliminates the need to have crystal clear roles, can smooth decision-making and enhance influence.

The three in the blue boxes have strong organizational ties and interdependencies. The three in the green are more individual—focused on skills and practices.

[Point out the essentials that will be the focus and framework/structure of the session.]

Discussion Question (:10):Which one do you find is most challenging in your organization? Why?

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ESSENTIAL #1: START WITH PARTNERSHIPS (CONTENT TOTAL :90)

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Slide 11Slide 12

Start with Partnerships: Introduction

[Read blurb at bottom left of slide]

Ask: What is incorrect about that statement? [Look for: the word “almost” is incorrect—there are no purely independent tasks in matrix roles]

Ask/FC: What does a good partnership look like? [Listen for: trust, communication, openness, etc.] What do they get you? [Listen for: results, speed, engagement, etc.]

There are two simple words that describe what partnerships can bring: fun and easy. A little fun is what we need to keep us engaged and motivated; and productivity or “easy” is what we are on a constant quest to find. With all these things we try to make the workplace an engaging and productive place—apps to improve your productivity, special days to make everyone feel good—what we really need is pretty basic. It’s relationships.

What’s more is that “fun” and “easy” really have the potential to make us more innovative. It frees up our brains to do the really fun, creative work.

That doesn’t mean that every partnership needs to be operating at the level described on the flipchart. There are different levels of partnership that are utilized in a matrix.

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Slide 13

Start with Partnerships: Identifying Your PartnersWe have to start the conversation about your partnerships by identifying them—which sounds like an easy thing to do, but it actually isn’t all that straightforward.

The most important building block in this is “zoom out.” Matrix roles require you to look outside of your team, your silo and your immediate geographic area to identify whom you need to work with and through. It is usually well outside the traditional “us.”

You will find yourself interacting and partnering with people at all levels of the organization—up, down, sideways, diagonal. The projects and issues matrix masters find themselves involved in almost always include multiple levels and functions.

But you have to strike the right balance between being too limiting in the parameters of whom you work to partner with (and thereby leaving critical people out) and casting too wide of a net (including, to the extreme, making such partnerships superficial and meaningless).

Start by looking at how your role is structured. Every job is divided up differently—yours may be categorized by project, customer or area of responsibility. Then ask yourself about the different people who are involved in your work [refer to slide].

Take a minute to jot down the names of your partners across the organization.

Worksheet and Discussion (:12):Set Up: :02Individual Work: :05Debrief: :05

Objective: To push participants to “zoom out” in considering who their partners are in the organization.

Set Up: Have participants identify potential partners. Partnership Planner pg.1

Debrief: Were there partners that you didn’t immediately think of? Do you have more partners identified within your team/function or outside of it?

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Slide 14

Start with Partnerships: Levels of Partnership

Partnerships can take many different forms in a matrix ranging from simple hand-offs of information or work product to close integration of tasks and goals.

On the Partnership Continuum, the vertical axis is the degree to which partners integrate or organize their work around each other.

The Needs-to-Relationship axis is based on the degree to which the partnership is grounded solely in the business need or extended or enhanced based on the relationship. It ranges from “I work with you because I need you” to “I work with you because you make me better at what I do.”

The type of partnership is based on increasing investments (and return on those investments) in trust, communication and constructive conflict. We assume that decreasing conflict is good. As partnerships evolve and integrate, more opportunities for conflict arise. However, if the partnership is strong, the ability to manage and leverage conflict also grows.

Here’s a look at each partnership level:

New/Dysfunctional partnerships occur where there is need but no integration. The matrix has brought people or teams together, but they remain separate in terms of their relationship—either because the partnership is too new or because they have fallen into a pattern of

Application Activity (:15)::05 Set up:05 Individual Work:05 Debrief

Objective: To have participants assess the current state of their partnerships.

Set Up: Have participants map their most critical partners in the Partnerships Planner pg. 2.

Debrief: How did it feel to analyze a partnership like this?

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competing, comparing or judging the other.

Transactional Partners are the classic provider/consumer relationship. The focus is on hand-offs and exchanges. The tasks that connect them are likely process-based, routine and perhaps even repetitive.

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Start with Partnerships: Levels of Partnership, continued

Collaborative Partners. Less discrete tasks and closer coordination are the hallmarks of Collaborative Partners. Hand-offs are supplemented with regular communication to confer and debrief. Not only are there many hand-offs, but some tasks are completed hand-in-hand.

Integrated Partners. At the far end of the continuum are Integrated Partners. Your planning, decisions and problem solving involve them. You share advice and counsel. Goals are integrated/calibrated and communication between partners is integrated into everyday processes. At this level, the partnership may even transcend individuals and be evident at multiple levels in their organizations. You consult and confer on issues that go beyond the obvious connection and business need.

Take a minute to think about the partners you wrote down earlier. What type of partnership do you have with them now?

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Slide 15

Slide 16

Start with Partnerships: The Right Fit

The three functional partnerships can be a pass-through or a destination. A relationship may start off as Transactional, but move to Collaborative or Integrated based on business need, time invested and personal connection. Transactional and Collaborative Partnerships are also fine terminal points, because not all partnerships need to evolve to the Integrated level.

The three functional partnership types are also cumulative—not distinct from each other. Any Collaborative Partnership has needs to be met and transactions to conduct. An Integrated Partnership does too, and also requires collaboration. The key is to ensure that the nature of the partnership fits the requirements of the business and that both partners agree as to the desired level of partnership.

For most of us, the distribution of partnerships falls on a bell shaped curve [draw on FC]: Most of our partnerships should be collaborative, followed by transactional and then a few on the ends for new/dysfunctional or integrated.

It is all about the business need. Think about the business need with these partners—why has the business brought you together? What do your jobs connect? What business outcome is intended? From there you can determine which type of partnership is needed.

Business need exercise (:25):Set Up: :02Individual Work: :05Partner Discussion: :10Debrief: :08

Objective: To get concrete thinking on the business reason and link that to how they partner with others.

Individually: Have participants write down the business need for at least two of their partners (page 3 of Partnership Planner); then have them partner with another participant.

Partner Discussion: Share the business need you have identified and partners challenge (is there more? What is the business outcome?). Together, determine the optimal partnership level.

Debrief: What were some of the business needs you identified? What levels did you place people at and why? Who identified a Transactional Partner? What is the business reason? (Ask the same question of the other partnership levels).

Worksheet & Discussion (:10):Have participants identify the desired state of their most critical partner(s) in the Partnerships Planner pg. 4-7 or note on page 2. (:05)

Debrief: Where did you map people and why? (:05)

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Take a minute to review the partners you have written down. What level of partnership best matches the business need?

So let’s do a little triage to get focused on specific partners. Which two partners will you pick for the next step—which is investing in the partnership to move it along the continuum? Which one is there the biggest gap between current and desired state? Take a moment to write down their names—focus on them through this next section.

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Slide 17

Start with Partnerships: The Partnership Mindset

There are always going to be partnerships where the “fit” isn’t quite right. The imperative for growing a partnership is the mindset, “Don’t wait for them.”

Ask: What do you think that means in this context? [Listen for “we have to initiate improving the relationship,” “it starts with us.”]

The object here is to challenge ourselves to not predicate our behavior on their behavior.

Before you can make any changes, you have to change your mindset. Especially with a Dysfunctional Partnership, you will need to change your mind about your partner. Even in a new partnership, you may need to shed your history from their predecessor or other partnerships you have had.

Our alternative is to remain in a stand-off or at least at status quo. It’s a business partnership and the business is relying on you to come through, so neither a stand-off nor status quo will do. And the only way to break a stand-off is to shift your own behavior. Let’s talk about what those shifts look like.

Table Discussion (:20):Set Up: :02Discussion: :10Debrief: :08

Objective: To identify all the reasons we remain in a stand-off.

Table Discussion: Why do we get stuck in stand-offs? Why don’t we make the first move? Why do we predicate our behavior on others’ bad behavior? [Ask any of these questions—they are all basically the same question asked multiple ways.]

Debrief: What is the most powerful reason your table came up with? Is it really that powerful? What would it take to dismiss that excuse? [Listen for change in mindset; zoom out to see big picture implications of the partnership disconnect; taking risks, etc.]

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Slide 18

Start with Partnerships: Baseline Investments (Trust)

These shifts are all defined as investments—because they require an investment of your time and energy, no quick fixes here. And like an investment, there is risk involved.

Baseline Investment #1: Trust them. The mindset of “don’t wait for them” comes through loud and clear in terms of this first behavior. You can’t wait for the other person to trust you. To build trust, you must trust. Trust begets trust. Lack of trust creates more work for yourself (reviewing, controlling, attending to the extreme) and more work for them (covering, justifying, explaining), which only gets you further from trusting.And to have those relationships you have to have trust. But a lot of times we get into stand-offs. “I’m not going to trust you, because you don’t trust me.” Stand-offs get you nowhere. You have to work with this person and not trusting them is probably wasting a lot of your time—following up, checking in, covering your backside. Someone has to make the first move, and that first move is showing a little trust in them—even when you don’t feel it. In all honesty, you have to fake it—as awful as it sounds!“Faking trust” means taking little leaps of faith that show someone you trust them—even when you feel the opposite. It means doing some of these things on the flipchart (where the risk is low). It will take a few tries, but they will begin to notice. If you show them trust, they might just start trusting you—AND in turn, you start genuinely trusting them. It’s really hard not

Worksheet & Discussion (:15):Set Up: :02Individual Work: :05Debrief: :08

Objective: To identify specific behaviors they can enact immediately to improve trust.

Individually: Have participants identify how they can build/rebuild trust with the partner they selected. Partnership Planner pg. 9.

Debrief: What were some of the behaviors you picked? Why did you choose those?

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to trust someone who trusts you. Let’s talk about those little demonstrations of trust that make a big difference and can break a stand-off.

Ask/FC: How do you demonstrate trust? What do people do or not do that tells you that they trust you? [Listen for specific observable behaviors—they ask for my opinion or feedback, they make themselves vulnerable by admitting a fault or mistake, they don’t micromanage me.]

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Slide 19

Slide 20

Start with Partnerships: Baseline Investments (Trust), continued

[After the discussion on demonstrating trust, review the “Reality Test” slide for any behaviors they may have missed.]

Baseline Investment #2: Be trustworthy. Trust is a two-way street. You have to trust them, as well as earn a basic level of trustworthiness, to move out of a Dysfunctional Partnership or initiate a new partnership. To be trustworthy, you have to be reliable and consistent. And when you aren’t, acknowledge it.

Reliability and consistency in a partnership means simple things like responding to questions, being on time, delivering the work product you said you would, making decisions that are in line with what you have said and done previously. And when you fail to be reliable and consistent, acknowledge it. The only thing worse than doing something that calls into question your reliability or consistency is failing to acknowledge it. People will think that you either didn’t see the incongruity or assumed they wouldn’t notice. If you waver on your commitments, be transparent about it or you risk digging yourself deeper into a difficult trust-rebuilding situation.

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Slide 21

Slide 22

Slide 23

Start with Partnerships: Other Baseline Investments

[These are best illustrated with stories/examples from the facilitator]

Baseline Investment #3: Set / reset communication. A great way to build or rebuild trust and partnering is to check-in on how you are communicating. Are you both getting the information you need/when you need it. This step demonstrates a desire to grow the partnership and can create goodwill with a partner.

Baseline Investment #4: Clean up conflict. If you are in a Dysfunctional Partnership, most likely you have been stockpiling. When you stockpile, you don’t address a conflict, you store it. Sometimes you sweep conflicts under a rug; other times you stockpile and then dump them on your partner when you have reached a breaking point. Or maybe you are stockpiling and spreading—telling everyone but the person you have the conflict with. An investment in this area looks like truly letting go, or putting it on the table with a partner so that you can let it go.

Baseline Investment #5: Help-me-help-you rules. There is a classic line from the movie Jerry Maguire that describes another set of baseline investments. Jerry Maguire implores his new client to “help me help you.” Good matrix partners are good customers and providers who tend to abide by a few


Objective: To identify specific behaviors they can enact immediately to improve a partnership.

Individually: Have participants identify 1-2 investments they will make with the partners they selected. Complete Partnership Planner pg. 9-11.

Debrief: What were some of the investments you picked? Why did you choose those?

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general rules that promote good working relationships. They don’t cry wolf, they know each other’s processes and don’t try to bend the rules; they don’t assume their priorities are shared (or are the only priorities) of their partner.

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Slide 24

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Start with Partnerships: Compounding Investments

We’re now entering the land of more substantial and riskier investments, with bigger potential returns. These are shifts that move a Transactional to Collaborative Partnership or Collaborative to Integrated.

Advocate: Being an advocate means you are their eyes and ears, ambassador and supporter, and they are yours—you go above and beyond mere helping and appreciating or being a good team player. You “have their back;” you may even play a surrogate role.

Include: Including people in meetings, involving them in decisions and problem solving and sharing information tells them you not only trust them, you value them. And the bonus is that this inclusion will also improve the quality of those meetings and decisions.

Leverage Conflict: Progressing through the levels of partnership is more than just dealing with tactical or interpersonal conflicts as they come up, it requires leveraging conflict. Matrix roles are made up of intersections—organizational paths that can’t run in parallel but must cross. Conflict at these intersections is inevitable. The key is not to avoid the conflicts, but leverage them to get to better outcomes.

FC Discussion/Activity (:25)Set Up: :05Discussion/FC: :10Debrief: :10

Objective: To identify the behaviors associated with each of the compounding investments.

Set Up: Put into three groups (one for each investment) with a flipchart titled: What do [advocate, include, leverage conflict] look like? What would you be doing/not doing in making this investment?

Debrief: Each group walks through their flipchart.

[You can use this activity as an alternative to a lecurette walking them through the three compounding investments or you can very briefly define the investments and then do the exercise to identify behaviors.]


Objective: To identify specific behaviors they can enact immediately to improve a partnership.

Individually: Have participants identify 1-2 investments they will make with the partners they selected. Complete Partnership Planner pg. 12.

Debrief: What were some of the investments you picked? Why did you choose those?

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ESSENTIAL #2: GET GOALS ALIGNED (CONTENT TOTAL :45):05Slide 28Slide 29

Get Goals Aligned: Introduction[Read blurb on lower left corner of intro slide.]

Goal conflict is a reality and often purposeful—the best matrix managers learn to anticipate them and work through them, when needed.

Discussion (:10):What happens to goals in the matrix?What are the challenges in aligning goals in the matrix

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Slide 31-34

Get Goals Aligned: Two Types of Misalignments

[Insert organizational examples of both types of misalignment. See MM7E book, page 42 for ideas.]

There are two different types of goal misalignments in matrix organizations: “Natural misalignments” are inherent in the design of the matrix. “Man-made” misalignments occur as a result of egos, assumptions, and politics.

As we’ve already talked about, organizations want the best of both worlds, so they set up teams and reporting relationships that bring different sides together to produce solutions that benefit the enterprise as a whole. In part, misalignments are common because matrix roles exist to create goal collisions. These are called natural misalignments.

Natural misalignments are not the only goal clashes prevalent in matrix roles. Because these roles exist in complex organizations and operate within multiple matrices, misalignments also occur because we forget to communicate, assume alignment or let goals drift until they collide. These are called man-made misalignments.

Behind each dispute lies significant time and effort—spent by already stretched resources—to realign and reprioritize. Whether natural or man-made, unless you work through misalignments, you and your partners will be paddling in two different directions: you’ll end up exhausted, but in the same place. And “in the same place” is definitely not where anyone wants to land at milestone time.

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:30 Get Goals Aligned: Actions

Action #1: Align from the start

Alignment begins with setting goals and relies on sticking to a finite number of goals that are kept in the forefront. One leader who took part in the research for the book put simply, “You must have a huge focus on a few things.” There are three requirements that set the foundation for goal alignment in matrix roles: include the right people, land on a limited set of goals, and keep goals in the foreground [slide]. You must have all three to ensure alignment. Here’s what happens when you don’t [slide].

Action #2: Prevent Man-made Misalignments[refer to slide]

Make the hunt for misalignments everyone’s job: Individuals in matrix positions are the recipients of goals/priorities from other parts of the organization, and as such, have a unique point of view. Often they are the only ones who see misalignments that are occurring or about to occur. You have to be willing to bring these up. As a team leader, you have to make it clear that transparency is key and that calling attention to competing goals is not only OK but necessary for problem solving.

Create a forum: Even in a matrix role, you can’t see all sides; alignments can only be found through dialogue with your bosses, team and peers. Create a forum for

Discussion Questions (:22)Set Up: :02Partner or Table Discussion: :10Debrief: :10

Objective: To have participants identify what can be done to prevent man-made misalignments and channel and cultivate natural misalignments*.

[You can use this activity as an alternative to a lecurette walking them through the goal alignment actions or you can very briefly define the investments and then do the exercise to identify behaviors.]

Partner/Table Discussion: Pick the goal alignment type that you see most often in your organization. Identify what individual matrix practitioners can do to either prevent man-made misalignments or channel and cultivate natural misalignments. Write your “top three” on a FC.

Debrief: Review flipcharts[For man-made listen for things like: keeping goals visible, involving people in creating goals, reminding, keeping people informed of shifts.][For natural misalignments listen for things like: leveraging the conflict, looking at the conflict from an enterprise level, making trade-offs, etc.]

*To shorten this exercise, just focus on natural misalignments (they tend to be the most challenging).

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this and do it on a regular basis. Ask questions: Is there any new information that would lead to a misalignment? New projects or initiatives that have been added? Timelines that are changing? This constant scanning catches misalignments before they crash and turn ugly. Dealing with conflicts as they approach is easier and less emotional than waiting until they’re right in front of you.

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Get Goals Aligned: Actions, continued

Action #2: Prevent Man-made Misalignments, continued

Look for early warning signs: What are some signs that goals are starting to drift for someone in your matrix? Maybe they miss meetings or start delegating the meetings to someone else, or their response time extends. These signs should tell you that something else is drawing their attention away. When attention strays, goals drift. When you see an early warning sign, bring it up directly to the person. Start with, “I noticed…” Get an understanding of what is pulling them. Reiterate the importance of the goal and address how you can get things back on track.

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Action #3: Channel and Cultivate Natural Misalignments

Partners and teams that channel and cultivate natural misalignments do a handful of behaviors consistently [refer to slide]:

They don’t personalize the conflict. They don’t attack the opinions of others or feel the need to defend their own. They channel their disagreements toward their desired end.

They constantly go back to the big picture. Not just the team leader, but team members always reframe things, “Well if our goal is to…”

They take each other’s perspective. The marketing person asks legal questions, the engineer brings up human resource issues. It’s hard to tell who comes from which function—they are all concerned with coming up with solutions that make sense from all angles.

They use their trump cards (flat out disagreement) wisely and sparingly. Because they conserve these, it packs a powerful punch when they put their foot down.

When a team member or partner refutes something, they have a follow-up suggestion. They focus on what can be done and what possible options are available.

They get everything on the table—they don’t rush to false agreement just to get the conversation over.

The team leader’s role is to make these behaviors explicit, role model these behaviors, hold people accountable (team ground rules are great for this).

Worksheets & Discussion (:32):Set Up: :02Individual Work: :05Group Discussion: :15Debrief: :10

Objective: To have participants identify which goal alignment challenge is most applicable to them and identify next steps.

Individually: Review Goal Alignment worksheets and chose to complete one of the sheets: Page 1 (How do I make sure I am setting goals with the matrix in mind?); Page 2-top (How do I prevent man-made goal misalignments?); Page 2-bottom – Page 3 (How do I resolve man-made goal misalignments?); Page 4 (How do we channel and cultivate natural misalignments?)

Group Discussion: Group them with others who chose the same worksheet. Discuss: Why did they pick that one? What are 1-2 behaviors they can shift to tackle goal misalignments?

Debrief: What were some of the reasons people chose different worksheets? What are some behavior shifts you will make?

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Can you see the connection between these behaviors and integrated partners? [Listen for: integrated partners make channeling and cultivating easier—almost a “given”].

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ESSENTIAL #3: CLARIFY ROLES (CONTENT TOTAL :40)

:05Slide 35Slide 36

Clarify Roles: Introduction

[Read blurb at lower left of intro slide.]

Discussion Questions (:10):What happens to roles in the matrix?What are the challenges with role clarity in the matrix?

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:05 Clarify Roles: The reality of role clarity in the matrix

Lack of role clarity is at the root of the biggest challenges in the matrix and a major contributor to the ambiguity that afflicts matrix roles.

When roles aren’t defined, holding people accountable is like nailing Jell-O to a wall.

Role clarity affects decision-making. When it is unclear who should be involved or what rights they have, decision-making is painfully slow.

Power struggles, another frequently cited impediment, also regularly result from lack of role clarity, overlaid with a fair amount of ego.

Organizational charts, job titles and job descriptions are all great starting points for role clarity, but they certainly don’t provide the full picture of a dynamic matrix role.

There will always be questions about “who does what” in a matrix—there is no way to thoroughly and conclusively define roles in organizations as dynamic as these. A little investment in defining roles upfront can provide a framework, and trust will help smooth out the rough edges. When the inevitable boundary breach comes up, dealing with it in the right way can not only resolve the conflict, but strengthen the partnership.

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Slide 37

Slide 38

Clarify Roles: Using role definitions

[Insert an organization example/story of formal role definition. See MM7E page 62-63 and 66-67 for stories.]

Formally defining roles is a great practice—but it is not a panacea and doesn’t replace trust and partnerships. Documents like RACIs are great starting points, but they are only starting points.

When you are defining roles, keep the following in mind:

Don’t assume role clarity is the problem, look at trust: Role clarity can seem like an easy solution for teams and partnerships—far easier than dealing with the fact that they don’t trust each other. By itself, clarification of roles won’t increase trust or improve a partnership. But when coupled with genuine intent and actions to improve the partnership (like those outlined in Essential #1), role clarity can help put a relationship back on track.

Use role definitions offensively, not just defensively: Any role clarity mechanism runs the risk of being used as a weapon. Especially in low-trust settings, it can become a conduit for trust issues. Role definitions are best used proactively, in initial project planning and as tasks or decisions emerge, not when you are reacting to a boundary breach and emotions are high. Boundary breaches are inevitable, but there are better ways to handle them (as we will talk about later).

Don’t ever put it on the shelf: Role clarity is a point in time, and the outline is a living document. There will

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be infractions. Sometimes those infractions can lead you to an even better, clearer definition. Revise and edit accordingly.

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Slide 39

Slide 40

Clarify Roles: Reasons for Boundary Breach

Boundary breach will happen, no matter how comprehensive your role definitions or how thorough your understanding. There will be times when you have to confront an “infraction.” It is important that you do it in a way that maintains (and potentially grows) the partnership.

Boundary breach happens for a variety of reasons—along a continuum [refer to slide]:

“They didn’t know” or “They forgot” is entirely plausible in a matrix. Chances are, the people in your web are also part of other webs, and unless your organization is really consistent about role definition, each of these has their own unique assumptions and guidelines around roles.

“They misunderstood” and “They thought it was an exception” are both evidence of the big gray area that remains even after you do a thorough job defining roles.

Misunderstandings are bound to happen, because defining a role comprehensively and definitively is impossible. There will always be room for interpretation or wording that isn’t entirely clear. There is also a difference between the understanding of people who were “in the room” when the roles were defined and those handed the final product. The latter don’t have the benefit of the discussion behind the paper, which will impact their understanding.

Exceptions crop up because there will be “what if” scenarios you didn’t consider when defining roles.

Activity (:25):Set Up: :02Individual Work: :06Partner Discussion: :12Debrief: :05

Objective: To have participants identify a boundary breach get to the “why” behind the issue.

Individual Work: Map out your partnerships in a Venn Diagram (see slide). Identify connects or overlaps that seem “clunky,” awkward or less than smooth. Pick one to focus on.

Partner Discussion: Share a summary of the partner that you identified. Using the Role Clarity Troubleshooting Guide, identify the root cause of the situation and next steps

Debrief: What was the “why” behind your “clunky connect?” How was your partner able to see the “why” behind it differently? What are some next steps?

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Accounting for all possible exceptions is impossible. In addition, a matrix by definition is an amalgamation of many different perspectives and areas of expertise. What looks straightforward from one point of view (and therefore calling for the action as prescribed in your role definition) may look like an exception requiring a departure from the playbook from another person’s point of view.

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Clarify Roles: Reasons for Boundary Breach, continued

Role acceptance is when the roles are clear, but we just don’t like them. It is one thing to nod your head in acceptance to an outline of responsibilities on paper. But sometimes when those roles actually play out, acceptance is not so easy. Often times when people claim lack of role clarity, what they really mean is that they don’t accept the roles as defined.

Ask: Why might people not accept roles, as defined? [Listen for: roles have changed and they are no longer doing a role/task that they once did; they resent the power that another role has over them, etc.]

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Slide 41

Slide 42

Clarify Roles: Tackling Boundary Breach

Not surprisingly, the explanations on the left-hand side have one necessary action—reiterate the roles. A simple, “Hey by the way just wanted to remind/let you know” conversation is warranted.

As you move toward the middle, reiteration is still needed, but so is refining. Misunderstandings and exceptions should cause you to consider refining role definitions. “Hey by the way” might be followed with, “let’s take a look at how we can tweak the role outline to make sure it is clearer and more useful for us.”

In the case of lack of acceptance, or when there is a trend for repeated missteps by the same person, a number of carefully delivered messages are necessary. You will need to reiterate, potentially go as far as renegotiating roles and recognize that accepting the role may be difficult.

Clearly, these are the trickiest circumstances. The first key is to walk in assuming it is one of the other circumstances. We tend to see our own boundary breaches as accidents or attempts to “help out,” but see others as overstepping their bounds and encroaching on our territory. If you grant their intentions the same leniency that you grant your own, you will walk in assuming best intent—which sets the tone for the interaction.

Here are a few things to keep in mind when having these conversations [refer to slide]

Worksheets & Discussion (:32):Set Up: :02Individual Work: :05Triad Discussion: :15Debrief: :10

Objective: To have participants plan for a role clarity discussion.

Triad Work: Identify one boundary breach that a person in your triad is dealing with right now (if they did the earlier activity, they can use that situation). Using the guide on page 4 of the Role Clarity Troubleshooting Guide, plan out the conversation.

Debrief: What was difficult in planning for this conversation? What will be most difficult in conducting the conversation? If the triad used your boundary breach issue, how did this help prepare you?

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ESSENTIAL #4: GET DECISIONS MADE (CONTENT TOTAL :50)

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Slide 43Slide 44

Get Decisions Made: Introduction

[Read blurb at lower left corner of intro slide.]

[If you used the discussion questions, link this statement to their responses]: Decision-making in traditional organizations/roles is like a race around a track—you know your lane, your starting point and finish line.

In the matrix, it is more of an obstacle course—zigging, zagging; slowing down, going fast, climbing up and crawling under.

If you go into a decision in a matrix role by training, thinking and running like it is a race around a track, you will frustrate yourself and those around you and most likely not reach the finish line.

That’s probably why over 70% of the people surveyed for the MM7E book listed getting decisions made, figuring out who the decision maker is and including the right people as top challenges in matrix roles.

There are things you can do to manage the process, but there will always be obstacles and it will never be as straightforward as a traditional organization or role.

Discussion Questions (:10):How would you describe decision-making in the matrix? What makes it challenging?

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Slide 45

Get Decisions Made: Matrix vs. Traditional Decision-Making

[Walk through the slide “Traditional Roles vs. Matrix Roles,” drawing on obstacle course analogy and using organization examples.]

Discussion Questions (:10):Which of these different descriptions describe our organization? Are we clearly on one side or the other or do we do a bit of both? What challenges does that create?

Self Assessment (:12):Set Up: :02Debrief: :10

Objective : Participants look at their personal decision-making process and identify what they could do differently as different elements of matrix decision-making are discussed.

Individually: Have participants fill out the column on a “past decision” as they listen to the descriptions of the decision-making rules.

Debrief : (after all content on decision-making has been presented) What did you do well in the past decision you had in mind? Based on what you heard, what would you do differently?

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Slide 46

Slide 47

Five Matrix Decision-Making RulesTo manage the complexity of matrix decision making, keep in mind these five rules.

Rule #1: Balance and toggle your decision-making styles: There are several options for your matrix decision-making approach. But in a matrix role, a couple of things are not options.

The first is getting input. Given the complex interwoven nature of the problems and solutions, input is required in nearly every matrix decision.

Broad-based involvement in implementation is also not optional—many decisions will be bigger than your area of responsibility, and you will have to reach out to give a decision arms and legs. But what lies in the middle is where you can (and must) expand and contract—it’s how the decision is actually made.

Matrix mastery requires you to toggle between different decision-making strategies—to grow and shrink that center portion as it fits the decision and to provide reinforcement by bringing others into the process. It also means knowing when your decision-making approach isn’t working and you need a Plan B. For example, if you are going for group consensus and get stuck, you should move to a single decision maker.

Ask: Why don’t we do a good job contracting the middle section of the “hour glass”? [Listen for: want to get ownership, we are too nice, don’t have role clarity, it’s less risky.] What’s the risk of not

Decision Planning Activity (1:15):Set Up :05Individual Work: :30 (:05 minutes at beginning of module and :05 the end of each decision-making “rule” walk through)Partner Work: :30 (:05 minutes at beginning of module and :05 the end of each decision-making “rule” walk through)Debrief : :15

Objective : To have participants experience deliberate decision-making by planning out a decision that they will be tackling in the future.

Individually: At the beginning of the module have them identify and describe a decision they will have to make in the near future (this should be a fairly meaty, work-related decision, requiring input, buy-in, etc. This can be recorded on page 1 of the Decision-Making Planner. At the end of each of the five decision-making rules, have them complete the corresponding page in the Planner.

Partner Work: Share each page with their partner for input.

Debrief (at the very end of the module): How did this very structured deliberate process feel? How different is it from what you usually do? How do you think it will impact your decision or execution of the decision?

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contracting? [Listen for: it takes forever.]

One of the biggest reasons is we seek consensus is to build ownership. This is a mindset we must shift. We cannot depend on broad consensus as our only vehicle for building ownership.

Ask/FC: What are other ways to build ownership for a decision? [Link these responses to key points in the upcoming section—all the subsequent rules you will cover help build ownership.]

Decision Self Assessment Activity (:15)Set up: :02Individual Work: :03Debrief : :10

Objective : To have participants assess the degree to which the are currently following these “rules” and plan shifts to make for future decisions.

Hand out Decision Making Self Assessment at start of “rules” discussion, have participants track/score as you go through each rule. At end have them plan for shifts to make for future decision and ask for examples of shifts.

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Slide 48

Get Decisions Made: Five Matrix Decision-Making Rules, continued

Rule #2: Watch Your Biases: Many, many biases cloud our decision-making process. The Recency Effect says we tend to place more importance on information or events that we experience most recently. The Primacy Effect occurs when we put more weight on events or information we hear first. If we are subject to Confirmation Bias, we search for or interpret information that confirms our opinion. With Distinction Bias, we may view two options as more dissimilar when evaluating them simultaneously than when evaluating them separately. If you read this and think you don’t have biases, or at least not as many as others do, then you just fell into the Bias Blind Spot—the tendency to see oneself as less biased than other people.Biases are natural to human behavior and can’t be completely eliminated. The fact that groups function more often as the decision-making bodies in matrix organizations helps allay some of this—group members can balance each other’s biases or call them out. However, each matrix role can add a unique set of biases to beware of [refer to slide]

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Slide 49

Get Decisions Made: Five Matrix Decision-Making Rules, continued

Rule #3: Set it up right: Think about your drive to work today. Did you arrive without even being consciously aware of the choices you made, how your drove, the route you picked? A route that you have driven many times becomes rote, subconscious, automatic.

Ask: What would you have done differently if a friend stopped by your house and said they were going to work with you today and would follow you. How would you drive differently?

Drive the same route with someone following you who has never driven it before, and your approach will be very different. You lay out your route with them prior to leaving, slow down, check your mirror and put your blinker on earlier. You invest more effort both before and during your journey to get you both there safely.

Decision-making in matrix roles is a bit like that. It is very conscious, very structured and planned out—there must be upfront investment. You need to plan things out and check in frequently to make sure everyone is still with you. When you are taking others along for the ride, there has to be a well-defined process that starts at the moment you realize a decision needs to be made and continues until the decision is thoroughly implemented or embedded in the organization.

You have to be structured: precisely state the decision on the label, take the time to determine what types of input will be sought; who will make the decision, what the criteria is. In other words, the decision-making

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process needs to get out of your head and be transparent to all of those involved and impacted.

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Slide 49

Slide 50

Rule #4: Invest in agreement: If you have ever observed a team reaching agreement, you know how unsightly it can be. The process can be difficult.

Behind every well thought-out, effectively implemented decision is a progression of back and forth and up and down that shouldn’t be short-circuited because the process is actually an investment in reaching agreement and keeping agreement.

At the same time, you can’t stay in the process forever—it’s about making investments in the process to make it more focused and efficient.

Rule #5: Go the extra mile to make sure the decision sticks: The only thing tougher than getting a decision made in a matrix is getting it to stick across functions, geographies and levels. Lack of adhesion is often a symptom of the process, not the decision itself. There are three components that help ensure a decision sticks: (1) a structured, credible process, (2) including the right people in the right way, and (3) consistent, transparent communication and follow-up.

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ESSENTIAL #5: FLEX YOUR INFLUENCE MUSCLE (CONTENT TOTAL 1:20)

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Slide 52Slide 53

Flex Your Influence Muscle: Introduction

[Read blurb in lower left-hand corner.]

Ask: What percent of your responsibilities are accomplished through your formal authority? (The average is 10-15% in response to this question, regardless of level). Suffice it to say, influence is the way things get done in the matrix.

Influence Planning Activity (1:15):Set Up :05Individual Work : :30 (:05 minutes at beginning of module and :05 at the end of the “Build Proactively,” the “Prepare,” “Dialogue,” and “Follow Up” walk throughs)Partner Work: :30 (:05 minutes at beginning of module and :05 at the end of the “Build Proactively,” the “Prepare,” “Dialogue,” and “Follow Up” walk throughs)Debrief: :15

Objective : To have participants experience deliberate influence by planning out an influence opportunity that they will be tackling in the future.

Individual Work : At the beginning of the module, have them identify an influence opportunity. At end of the module walk throughs listed above, have them complete the corresponding page in the Planner.

Partner Work : Share each page with their partner for input.

Debrief: (at the very end of the module): How did this very structured deliberate process feel? How different is it from what you usually do? How do you think it will impact your ability to influence?

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FC:

Flex Your Influence Muscle: The Victim and the Control Freak

Stephen Covey begins The Seven Habits of Highly Effective People with the concept of Circle of Influence/Circle of Concern. In Covey’s description, among the concerns that enter your consciousness, there are some you can do something about and others you can’t. His advice is to focus on those you can influence and let the others go—don’t let them take up your time or energy.

Opportunities to influence abound in matrix roles—in the middle of a traffic circle, you simply see more than most people. Matrix roles are usually built around critical initiatives (in the case of project teams or cross-functional teams), critical intersections (in the case of dual-reporting relationships) or critical customers (in the case of a customer hub).

Sitting at a traffic circle provides you with a unique vantage point—you see things that others haven’t noticed yet. You see holes, issues, decisions that need to be made, conversations that need to take place. In Covey’s terms, more enters your Circle of Concern.

All that extra matrix information entering your Circle of Concern can do funny things to your influence muscle in matrix roles. You can easily fall into one of two traps (FC).

For some, the perspective and lack of formal power that are characteristic of matrix roles become overwhelming, and they go into victim mode, convincing themselves that

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they are powerless and blaming the matrix for everything. Others attempt to corral and control everything to gain comfort in the matrix, which is exhausting, dilutive and builds up resentment from the stakeholders around them. By overusing their influence they become like that billboard you see every morning on your way to work—at first it gets everyone’s attention, but eventually it just blends in with the scenery. The key is knowing what you should influence—using the muscle wisely.

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Slide 54

Flex Your Influence Muscle: Proactive & In-the-moment influence

There are two types of people who can influence—those who are persuasive conversationalists and those who build up influence equity over time. Not surprisingly, the latter are the ones who can have sustained influence in the matrix.

In matrix positions, you are either influencing a current partner (and through this influence opportunity have a chance to develop the partnership to the next level or leverage the current state of the partnership) or you are influencing someone who may well be a partner in the future. Influence in matrix roles rarely happens in isolation—it usually isn’t the first or last interaction with the person you are trying to influence.

What that means is that your level of influence starts well before you jot a few persuasive ideas down on paper or put together a couple of compelling PowerPoint slides. It also means that how you handle the opportunity to influence impacts not only the issue at hand but also your partnership and future influence prospects.

There are critical ingredients specific to influence in matrix roles that come into play. Some are built proactively; others are built in-the-moment or when a specific influence opportunity presents itself.

[Walk through model.]

Discussion (:10):What “ingredients” do people in our organization excel at? Which are most challenging? Why do you think that is?

Worksheet & DiscussionFor this module, you can use any of the worksheets (they map to the sections). You can have them complete as you finish each section and then ask for ideas/reactions. Or you can pick single sections of the worksheet to use. The most helpful section is “framing”—have them do this with a partner to check to make sure that their frame meets the criteria.

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Slide 55

Proactive Ingredients: Partnerships

Ask: What is the connection between partnerships and influence? [Listen for: When you have good partnerships, your influence grows; you can also influence through those partners or gain insight from them.]

Partners take you at face value and need far less convincing of your motives and the merit of your idea. Integrated and Collaborative Partners are high-trust partnerships. Where there is trust, there is influence.

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Slide 56

Proactive Ingredients: Flexibility

In order to be influential, you have to be willing to be influenced. This is the jujitsu of influence.

In order to influence, you must be willing—and demonstrate that willingness—to be influenced. This is especially true in matrix roles, where relationships are long term and inherently require much give-and-take. When you are steadfast and do more taking than giving in influence situations, trust can dwindle, making it difficult to influence.

Oftentimes, this unwavering approach can turn you from a partner to the police, especially if you are in a role that includes many requirements, standards, regulations, laws, etc. In organizations, the “police” quickly become the ones you avoid bringing in—you only bring them in when absolutely needed. Once people stop bringing you in, you have lost your influence.

Flexibility Self AssessmentSet Up: :02Individual Work: :10Table Discussion: :15Debrief: 10

Objective: To help participants see where they are more/less flexible and the impact that has on their level of influence.

Individual Work: Complete the Flexiblity Self Assessment

Table Discussion: What trends do you see? In general, when/with whom are we more or less flexible? How has this impacted your level of influence?

Debrief: Ask for highlights/insights from discussion

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Slide 57

Slide 57Slide 58

Proactive Ingredients: Knowledge

Organizational knowledge and political savvy are key influencers. If you only know the organization or the issue from your own perspective, your impact will be minimized.

The target of your influence is most likely in a different function, division or location in the matrix than you. That means you cannot assume that you know the impact of what you are influencing on them, their operations and processes or team. The chances of creating unintended consequences are high. Look beyond your own area to understand the impact and reaction of those on the receiving end. It will prepare you for questions they will ask, concerns or objections they will have and will tell them that you are thinking beyond your needs and self-interests.

The key is “broad” perspective. Never stop learning about your organization. It will help you understand how to triage influence opportunities, how to present them, and who to get in front of.

DiscussionSet Up: :02 (:27)Triad Discussion: :15Debrief: 10Objective: To help participants see issues from perspectives other than their own

Triad Discussion: Briefly an issue at work. Have the other members of your triad listen and attempt to describe it from two other perspective (Repeat for each person in the triad).

Debrief: Did this help you see the issue differently? What did they think of that you missed?

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Slide 59

Flex Your Influence Muscle: Prepare

Next comes “in the moment”—the ingredients that you consider when you have an influence opportunity at hand.

You will have to consider both the issue at hand and the relationship when you enter the conversation—you are aiming for wins on both sides. You may not always get wins, but going in with anything less in mind will undercut your approach.

Key to your preparation is framing.

The “frame” is the one or two-sentence statement you have in your mind in terms of what the issue is. There are many possible frames for any given issue. Do you frame it as a problem or an opportunity? As an investment or an expense? Do you frame the issue or the solution? A new product to consider or a chance to step into a new market?

The problem is, we often tend to frame things in one way—our own. We get so passionate (or frustrated, or angry—any strong emotion) that we can’t get the issue out of our heads to see it from someone else’s perspective.

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Slide 60 There are three criteria for framing:

[Facilitators should use an example that is relevant to the audience or a personal story.]

Frame the issue in a way that is meaningful to your target. The first thing to do when you are establishing how you will frame the issue is to take the perspective of your target. Is the person a numbers guy/gal? Do they place greater importance on short or long term? Have concerns about impact on morale? What are their hot buttons? What do they really care about?

Don’t hide these points on slide 19 or bring them up 30 minutes into the conversation. Bring them into your frame, into your introduction—get their attention!

Frame it in a larger context. You have to understand the bigger organizational context before you frame it. Business acumen is a key influence ingredient. Articulate how a change impacts the big picture outside your piece of the matrix.

Frame it objectively. To influence in a matrix, when possible, take it out of your personal context. This shows that you are influencing in the right direction and for the right reasons, and it makes your attempt more credible.

Framing ExerciseSet Up: :02Individual Work: :05Partner Work: :20Debrief: :05

Objective: To give participants an opportunity to frame something that they need to influence in the organization; become aware of their own biases in framing/positioning an idea.

Individual Work: Have participants draft a frame for something they need to influence at work (you may want to set this up at the beginning of the module, to give them time to think of one).

With a Partner: Describe the situation and share frame with your partner. Partner “pressure tests” this against the criteria for a good frame, together reframe each partner’s idea.

Debrief: What shifts did you make after discussing it with your partner?

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Slide 61

In the Moment: Dialogue

When you are influencing in the matrix, the key to the conversations is to “keep them in it.” You want them listening and engaged. Here are a few tips for doing just that.

[Facilitators should use statements in each of these categories that are linked to the example they used in the framing section.]

Include and engage them in a dialogue. We have talked about the power of inclusion on adopting and implementing decisions—simply put, people adopt decisions quicker and integrate them more fully when they have been involved in them.

The same is true of influence. People are more open to influence when you don’t come to them with a fait accompli. That is not always possible; there are times when you need someone to do something very specific that has no gray around it.

But when possible, walk in with some wiggle room and opportunity for them to put their fingerprints on it. Going in softer, with less defined needs, can work to your advantage in influencing (as well as likely improve your solution).

Keep the relationship front and center. Influencing dialogues in matrix roles requires the relationship to be front and center. Reminding yourself of this changes your tone and the words you choose. Reminding them elevates your dialogue to common ground.

For this section, in addition to the worksheet, you may want to use a role play, or at the very least a “say it out loud.” “Say it out loud” is like a role play, but the other person just listens (versus playing a role). So in this case, you might have them say out loud their conversation opener, frame and first point. Their partner could listen to see if there are any recommendations for wording, tone or approach.

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“I am committed to being a valuable partner with you on this and the other initiatives we have ahead of us.”

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In the Moment: Dialogue, continued

Restate the big picture and your common ground. When people start to sound defensive or agitated, take a step back and restate what the bigger objective is and what you have in common.“There’s no doubt we both want to make sure that the meetings are a strong investment in time and that they help you and the team drive the business.”

State what you are not saying. When people feel threatened they may take your comments to the extreme and begin to react to that extreme as opposed to your actual proposition.“I am not suggesting that we scrap everything about the meetings.”

Reinforce your ability to reach agreement. Even when things get contentious, retain your optimism on reaching agreement and communicate that with the person you are talking to.“I think between the two of us we can land on an approach to the meetings that meets your needs and the needs of your team.”

Listen and acknowledge what they are saying. Once people sense that you aren’t listening, you’ve lost them. They become defensive of their idea, determined to be heard instead of determined to work with you on the issue. People who are heard open themselves up to influence. Their questions are also valuable, in-the-moment data for you. What are they unclear about? What is holding them back from being influenced?

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What do they care about? This is exactly the type of information that you need to be influential, and you can’t get it if you’re talking all the time.“I’ve heard you mention a couple of times the need you have to connect with people on a monthly basis; I think we can do that and meet some of the other needs they have.”

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In the Moment: Dialogue, continued

Be clear, succinct, summarize and synthesize. Matrix roles and the organizations they reside in are complex, and those who simplify, succeed. Simplicity drives agreement. Reaching an agreement is dependent on your ability to simply and clearly state what is needed and why. If there are options to consider, they must be laid out clearly. Overwhelming already overwhelmed people with a complex description of a problem and its solution undercuts your efforts. If they are going to disagree, you want them to disagree on the merit of your proposal, not because they don’t have the energy to figure out what you are requesting.Simplifying might mean boiling things down into three key rationales or a handful of simple options. Visual support helps. Not 10 slides, but one table that outlines your cause and effect or options with their pros and cons.

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Slide 62

In the Moment: Follow Up

One would like to think that once we have influenced, our job is done. Chances are it is not—we will have to follow up to ensure that what we requested actually comes to fruition.

There are three things included in “follow up.” They can be done verbally or via email or voice mail after the conversation. Chances are you will need a few of these over the course of days, week (or maybe even months!) to make things get carried out.

Reinforce—in other words, make it easy for them, do some legwork.Just following up. Attached is the contract that outlines the funding we talked about. I’ve highlighted the elements you had questions about as well as fields that need your signature.”

Remind—in other words, don’t let them forget:I wanted to thank you again for agreeing to fund the team outing. It is really going to make a huge difference in morale.

Recognize—Let others know what was agreed to (this is a great reminder and reinforcer as well!):I wanted to let everyone know that Stan has worked with me to find the funding for the team outing. Yesterday, he was able to secure it and we will begin the planning for the event in the next few weeks.

FC ExerciseSet Up: :02Discussion: :05Debrief: :10Objective: To have participants identify all possible actions under the three “follow up” components

Discussion: Have participants go to one of three flipcharts (each labeled with one of the three follow up components—reinforce, remind, recognize/ reward). Give them 5 minutes to identify all possible actions under the their “follow up” component.

Debrief: Have group walk through what they came up with.

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Slide 63

Flex Your Influence Muscle: When all else fails--Elevate

Not all of your attempts to align goals, clarify roles, or influence outcomes will be met with open arms. There are times you will have to elevate. The key is using this wisely. In matrix organizations, we get a little elevation-happy and pretty soon everything is being elevated and the point of decentralized decision-making and empowerment is lost. There are a few keys to elevating appropriately [walk through slide].

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Slide 64

Flex Your Influence Muscle: Patience & Perseverance

Ask: Does anyone know anything about bamboo?

If you plant the seed and water and fertilize that seed, in the first year, you will soon see…nothing.

The second year of vigilant watering and fertilizing will yield…nothing.

Year three—same fertilizing and watering and the same...nothing.

In year four, you fertilize, you water and you see…nothing.

But in the fifth year, that bamboo can grow three feet a day.

It takes four years to grow the network of roots that can support that kind of growth.

Influence within the matrix does not happen overnight or on the spot, or just in time. It is much like the Chinese Bamboo. The investments you make in knowing the organization, building trust and credibility, build your “roots” where influence will eventually take hold.

Often people in matrix roles drive home at night wondering what they accomplished that day. If you measure your impact in hours and days, you are bound to get discouraged. If you realize the seeds you planted that day and look at your influence over months and years, you get a much more accurate view of what you are really getting done.

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ESSENTIAL #6: COMMUNICATE WITHOUT ASSUMPTION (CONTENT TOTAL :35)

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:05

Slide 65Slide 66

Communicate without Assumptions: Introduction

[Read blurb in lower left-hand corner.]

Ask: Why do we make assumptions? [Listen for: forming new partnerships so can’t afford to make assumptions; working globally where assumptions expand exponentially.]

For this module, you can use any of the worksheets (they map to the sections). You can have them complete as you finish each section and then ask for ideas/reactions. They are pretty simple worksheets, so not much discussion is needed.

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Slide 67

Communicate without Assumptions: The Assumption Cycle

[Use the slide to walk through this example, or another of your own.]

Patrick leads a six-person new product development project. He is in a meeting with his boss and several others from across the matrix, including Annette, one of his team member’s bosses. In the meeting it is announced that they will be adding one more level of testing for his project, which will push the deadline back six months. Coming out of the meeting, he passes by two project team members and lets them know. That afternoon he is in a meeting with two other project team members and lets both of them know. That leaves Mark, the sixth member of the team. Mark reports to Annette, who was in the meeting. Patrick figures that connection will ensure Mark is informed, so he doesn’t need to reach out. A few days later, the team convenes and starts working out a new plan, with the new deadline. Mark is confused, in the dark and frustrated to be caught unprepared. This isn’t the first time he has been caught flat-footed with this team. He makes up all kinds of stories about why Patrick told everyone but him—none of which is as innocuous as the simple assumption Patrick made. Eventually all Mark’s assumptions start to show up in how he communicates with the team—how much he shares, how engaged he is. The team reacts by retracting as well.

Patrick fell into a trap that is common to matrix roles. To streamline a messy matrix he made all kinds of assumptions and got himself in all kinds of trouble.

Table Discussion (:22):Set Up: :02Discussion: :10Debrief: :10

Objective:: To help participants see the impact of communication assumptions.

Table Discussion: Identify a communication assumption that someone at the table has had about a partner (can be an assumption on what they need to know, whether they already know something, or an assumption on the best way to tell them). Follow the assumption cycle to see the additional assumptions and behaviors that could have been created by making that one assumption.

Debrief: What kinds of assumptions did you identify? What were some of the impacts?

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Slide 68

Communicate without Assumptions: Common assumptions and what they can lead to

[Walk through slide]

Ask: How do you break out of the assumptions trap? [Listen for: pause to ask questions about what they know or need to know, plan out the what/how of keeping your partner informed, come to agreement on a communication process, etc. You also do this by keeping communication top of mind—transition to next slide.]

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Slide 69

Communicate without Assumptions: Keeping Communication Top of Mind


Don’t guess at another person’s information needs—ask them. Information needs are not immediately obvious in a matrix. When you can, plan. Set up a process with your partner that ensures you are sharing pertinent information in the most effective and efficient way. There are going to be far more people to get messages out to, so you have got to become efficient at this. Establish a quick way to identify who needs to know and get out the information. Making this practice part of your continual, in-the-moment thought process and executing it with discipline will make you more effective and efficient.

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Slide 70

Slide 71

Don’t Overwhelm: Check In: Some people think the key to successful matrix communication is the “Cc” field and the “Forward” button on their computer. But simply forwarding information on is often not enough. Here are a few steps you should take to ensure that you are hitting the right balance in your communication [refer to slide]

Communicate without Assumptions: Expert Communication

Another trap we fall into is having our expertise cloud how we deliver a message. In sharing that expertise we can sometimes assume they know—and talk way over their heads—or assume they don’t know and condescend to the point of distraction.

The matrix brings a variety of expertise together to reach a common goal. But all that expertise can be underutilized if everyone talks like they would back in their home base. Being able to translate technical expertise—be it financial, scientific, operational, etc.—is becoming as important as having the expertise in the first place.

Not only using language that is jargon-free but stopping to define jargon that is especially critical to understanding is a daily requirement in a matrix role. Contextualizing technical information through examples and stories is also important. To communicate technical information effectively in your matrix you must not only be clear but connect the information to your audience.


Pick a Worksheet and Discussion (:35):Set Up: :05Individual Work: :08Group Discussion: :12Debrief: :10

Objective: For participants to exchange ideas with others who have the same matrix communication challenge.

Individually: Pick a worksheet that you think would most help you improve your matrix communication*. Complete it.

Group Work: Group participants based on the worksheet they completed. Have them share why they chose that worksheet and what ideas they will apply.

Debrief: What were some of the why’s behind choosing your worksheet? What were some ideas exchanged?

*Alternatively, you can have participants go back to the partners they identified in the partnership module. Pick one partner and diagnose where the communication issue might be using the Communication Checklists and action plan for how they will improve communication with that partner.

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ESSENTIAL #7: MAKE MEETINGS MATTER (CONTENT TOTAL :50)

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:05

Slide 72Slide 73Slide 74

Slide 75

Slide 76

Treat Meetings Like they Matter: Introduction

(on FC): Complete this statement: Meetings are…

The first step in making meetings matter is to shift your mindset. (Refer back to flipchart responses from intro slide and connect to the concept of mindset/paradigm). The fact is, in a traffic circle, meetings are where work should and can get done. They play a big part in your success in a matrix role. They are the most public display of your mastery.

We are going to cover key techniques for creating meetings people want to be a part of [refer to slide].

This all starts with attempting to talk yourself out of it

Meeting Planning Activity (1:15)Set Up :05Individual Work: :25 (:05 minutes at beginning of module to identify the meeting they will plan and :05 at the end of each of the four sections to complete the corresponding worksheet)Partner Work: 25 (:05 minutes at beginning of module to describe the meeting they will plan and :05 at the end of each of the four sections to discuss the corresponding worksheet)Debrief: :15

Objective : To have participants experience deliberate meeting planning by planning out a meeting that they will be tackling in the future.

Individually: At the beginning of the module have them identify an upcoming meeting. At end of each section, have them complete the corresponding page in the planner.

Partner Work: Share each page with their partner for input.

Debrief (at the very end of the module): How did this very structured deliberate process feel? How different is it from what you usually do? How do you think it will impact your ability to lead meetings?

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Slide 77

Treat Meetings Like they Matter: Get clear on your outcomes

Pick a meeting you have coming up in the next few weeks. Tell me the purpose [record these on FC; Listen for the verbs they use in their responses, writing Outcome Verbs on the left side of the FC, and Talk Verbs on the right. Do not explain why you are writing them in two columns. After you have solicited 6-10 responses, label the columns for the verbs. Explain the difference between the two types, and how Talk Verbs are OK if they help you get to Outcome Verbs].

Moving from talk verbs to outcome verbs is key for the first two pointers: (1) talk yourself out of it (if it is a talk verb—is there another way to accomplish this and avoid a meeting?) and (2) get really clear on outcomes (the clearer you are here the better you will be on determining participants, agenda and pre-work).

Think about why you want to pull the meeting together. Write it down; don’t just get a general sense of why you need to have it. Get specific and be prepared to answer the question in a sentence or two (because you will have to answer it in a sentence or two when people question the need for the meeting).

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Slide 78

Treat Meetings Like they Matter: Craft your agenda

If the #1 no-no is calling a meeting without an agenda, then the follow-up no-no is providing a lame agenda—a list of topics to cover. An agenda is much more than this. If you only have a list of topics to cover, go back to Step 1 and consider alternatives to a meeting.

Your agenda should take your participants from point A to point B to their final destination: the outcome you identified in the previous step. The agenda represents the thought process you are going to take them through to reach your endpoint. It is also a visual aid for your participants. You are most likely competing with others in the matrix for their attention, so your agenda better look like it is setting up for high-impact conversation and decision-making or it will be moved to the bottom of the priority list.

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Slide 79

Treat Meetings Like they Matter: Invite and prepare the right people

Decision-makers or those they have deputized should be at the top of your invite list. Beyond these people, select wisely based on your outcome and agenda. Those without a defined purpose will distract, take up space and pull the meeting away from its intended outcome, leaving everyone feeling frustrated.

This “agenda-based” participation should be transparent and, when possible, set up from the beginning of a project to prevent people from guessing or inventing why they weren’t invited.

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Treat Meetings Like they Matter: Invite and prepare the right people, continued

When considering your invite list, give it a litmus test. For each person, identify why they must be there and what you expect them to do both in the meeting and as a result of the meeting. If there are a lot of “know,” “understand” or “be aware of” statements, question whether they need to be there. These are the invite equivalents of talk verbs—“know verbs” that tell you a person needs to be informed, but not in attendance. There are a lot of ways to inform; meeting attendance is not required.

Once you get the invite list nailed down, think about how to make sure attendees are ready to hit the ground running at minute one of the meeting. Rarely do you want a group to walk in completely flat-footed, but you don’t have to ask them to prepare 50 slides either. Give them something to do ahead of time, and don’t just ask them to “think about something.” Ask them to bring something in—here are a few examples:

Review and note which alternative… Identify three priorities… Read the document and bring in your three

biggest concerns…

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Slide 80

Treat Meetings Like they Matter: Facilitate the heck out of it

If you are wondering if you have ever facilitated a fantastic matrix meeting, I would ask you, have people ever gushed over one of your meetings? People make a point to tell you when it was a great, productive meeting. They spontaneously appreciate the fact that you gave everything you could so that their time was not wasted. They are grateful that yours was an island in a sea of crappy meetings.

So if people aren’t gushing, you probably aren’t facilitating or at least not facilitating effectively. Another sign of good facilitation is exhaustion. If you don’t walk away from facilitating a meeting feeling worn out, you probably aren’t facilitating. When you facilitate, you do more than introduce the topics, watch the time and call the meeting to a close. You have to listen, connect all comments and stay several steps ahead to see where the conversation is going and determine whether you will need to redirect. Your mind never wanders: you are 100% attentive, 100% of the time.

In short, it’s more than convening, adjourning and time keeping. It isn’t easy, but people appreciate good facilitation so much because they feel like you just took their time and ideas and helped them mold it into something meaningful.

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Treat Meetings Like they Matter: Facilitate the heck out of it, continued

Here are the key roles that a facilitator plays. Every group and every topic will require a different combination and proportion of these roles.

Keep focus

Connect ideas

Balance participation

Keep things moving toward desired outcome

Manage time

:05 Slide 81

Treat Meetings Like they Matter: Follow up and hold people accountable

Meetings can be like islands, each disconnected from one another, out there on their own. That’s why our final step is to follow up and hold people accountable. By following up and holding people accountable you are creating bridges between those meeting islands, enabling people to get where they need to go and achieving your objectives.

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PUTTING IT ALL TOGETHER (CONTENT TOTAL :10 - :30)

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Slide 82

Slide 83

Slide 84

There are two options for closing out and action planning. For shorter sessions, have them review the grid and identify actions they will take. For longer sessions, the Investment Portfolio can be used to capture all of their ideas and next steps.

For either option, plan on having them each, at their table or with the full group, identify one action they will take or behavior they will adopt.

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