Leadership is a challenge at the best of times.
In this feature HR Advantage Trainer Marj Setters looks at a particularly demanding form of leadership that is becoming increasingly prevalent: matrix management - the management - either on a project or an ongoing basis - of people for whom you have no reporting authority.
Just think about it: All you need to do is to motivate, inspire, facilitate team work, resolve conflicts?..oh yes, and deliver results! Meanwhile the people you are working with are likely to have diverse skills and specialist knowledge outside your own area of expertise; they will have different styles of working and personal agendas; they will be coping with the demands of their 'normal' job, and their own managers.
A traditional leader has defined authority and status.
As a leader of peers, you must rely on a well developed skill set, sensitively used.
Let's look at some of the key behaviours that will help you:
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Agree goals.
Do not assume that the team's objectives are obvious.
Individuals will start from their own perspectives and, without common goals, efforts may be fragmented and conflictual.
Agree goals that are SMARTER (Specific, Measurable, Achievable, Relevant, Exciting and Ritten Down), and implementation plans which define each role clearly.
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Manage Group Process.
Work on your facilitation skills.
Create a relaxed climate for team meetings and encourage contributions.
Role-model active listening and respect.
Consider using facilitation and decision making tools.
Lively and positive team meetings can turn your project from a chore to a motivator.
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Trust individuals.
Don't over-manage. Each individual is on the team for a reason - their expertise. Set objectives, hold review meetings and give feedback - but let them do what they are good at!
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Rely on influence, not authority.
Remember, you are not the primary manager of these individuals, and an authoritarian approach will antagonise. Be aware of their other commitments and work with individuals to ensure that they can deliver both on your project and their 'day job'.
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Manage the environment:
Ensure your team has the resources it needs to deliver its goals. Promote the team's progress and achievements to the organisation at large.
Support team members who are meeting resistance, either from their own management group or from other functions in the organisation.
Obtain feedback from stakeholders and pass this on to the team.
Let them know their achievements are recognised and valued.
Sounds like hard work?
Well, it is!
It draws on all the standard leadership skills -and more besides.
But think too of the pay offs.
A competent, committed team will generate excellent results for the organisation.
For you, there is the satisfaction of rising to a challenge, raising your own profile and developing a lasting network of collaborative colleagues.
If you would like some help with facilitation techniques or decision making tools, to support you in 'matrix management', HRAdvantage can help.
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