Matrix Organization Reporting Lines - Why Suffer in Silence??

Today’s organization has become diverse and complex even compared to what it was five years ago. Multiple business units, product lines, functional groups and territories require separate reporting lines to ensure that the required checks and balances are in place. These checks and balances then ensure that the objectives and goals of each of the constituencies are met.

. Organization structure wise this means the need to create multiple reporting lines within an operating unit or what is loosely termed the ‘matrix-organization’

. Individually this means that a particular position might be required to report into two supervisors – one via a ‘Solid-line’ and to the other via a ‘Dotted line’. The primary difference between the two is that the Solid Line Manager is responsible for investing on the headcount, the operation expenses related to the headcount and has a larger say in defining the goals of the position, the performance evaluation and the development of the individual. The Dotted Line Manager provides functional or knowledge cover, aligns the other critical functional groups to the individual and helps the individual generally succeed in the role

. I have often noted within the organizations that I have worked for (all of which implemented the matrix organization) that positions which fall within these environments are more aligned to the supervisor that the position interacts with on a more frequent basis irrespective of the nature of the reporting lines. This observation obviously assumes that the leader is capable, well respected and adds value to the sub-ordinate

. Enough on the reporting models, what does this mean to the individuals. Well, I have realized that the work life for the individual with two or more reporting lines is not rosy at all. Especially so if the two managers are not aligned in the goals and priorities related to the position. Even if they thankfully are aligned, it does not mean that the directions provided to the sub-ordinate are precise. Very often one expects the other to make these essential communication and both end up not doing it.

. The employee on the other hand fails to realize the priorities associated with his role, is confused regarding the measurements of her success and does not know who to reach out to seek guidance or advise when needed

. If you are ever in this situation ….. STOP! Bear in mind that YOU and only you are accountable for your success or the lack of it! No one understands you or your problems better than YOU! No one wants to fix your problems more than YOU .. so who needs to make the first move when you are faced with this confusion amongst ranks .. of course YOU!

. In our periodic Organizational boot-camp events, I get the opportunity to address our new hires as a part of the New Hire induction process. Its great to meet these folks and admire their passion for the organization that they have just joined and the roles that they have begun to play … super! What I always tell these enthusiastic lots is Never Suffer in Silence and Never Do Anything Without Understanding Why You Are Doing What You are Doing (more about the second one in a separate post)

. So how do you stop suffering in silence? Well, start off by defining exactly what you need clarity on and/or what area you exactly seek assistance for? Poorly defining what assistance or guidance you need leads to your supervisor questioning whether ‘you need help with the solution or are you a part of the problem?’

. Then communicate it frankly. Be honest in your approach – do not claim to know stuff that you do not know! And make sure that you are heard … your supervisor may have other priorities but remember what you owe to yourself. So make sure that you are heard!

. Assuming that this goes well and your supervisor hears you and then provides you with the needed recommendation and guidance. Make sure that you have understood him. Do not be embarrassed to ask questions and clarifications at this stage (many unfortunately do!).
As a leader, I am far more willing to re-clarify and re-explain till people are sure that they understand. Once they confirm that they do understand, I expect them to do so, right? What disappoints most supervisors is when people say they understand (when they do not) and go off and make the same mistakes that they would have without the guidance!!! Defeats the entire purpose and effort behind the coaching.

. Once you are successfully past this stage commence implementation. Keep your supervisor informed and seek inspection, guidance or just check notes on the progress on a periodic basis The frequency and intensity of this step depends on the complexity of the task.

. Finally on the successful completion of the task, inform the supervisor and thank him for his advice and guidance (again, many forget to do this)! Your supervisor will definitely be more accommodative to guide you the next time around!