Leading in a matrix can be a frustrating exercise for many. The duality of reporting, complex resource allocation, the constant need for alignment, and (gasp!) compromise can wear down even the best leaders. While the design may look good on paper, the real-world collision of conflicting goals can cause some leaders to retreat. So what? they sigh. Why bother? What difference can I make?
On the flip side, others tighten their blinders like a racehorse and hit the gas: I’ll ask for forgiveness, not permission! I’ve been told to lead, so that’s what I'll do. In both scenarios, organizations risk devolving into functional silos, and leaders struggle to influence teams they rely on but don't directly control. Either way, the leader’s mindset becomes a self-fulfilling prophecy for how the organization operates.
Working effectively in a matrix doesn’t begin with structure. It starts with the mindset leaders bring to the environment.
Matrix structures inherently involve conflicting priorities—the product team has one set of needs, the country organization another, and the functional support team yet a third. These structures are designed to highlight the trade-offs, compromises, and implications of decisions across different areas. Leaders can either harness that friction to their advantage or let it hold them back. It’s a critical mindset choice.
At Insight Experience, when we immerse leaders in a Leading Organizations business simulation, we focus on four key behaviors that reflect their mindset to the broader organization. Time and again, we find that these interpersonal skills signal a mindset that's essential for making the more analytical structure of the matrix work effectively:
-
Assume positive intent. Teams and leaders who don’t see things your way aren’t intentionally trying to undermine your objectives—they're focused on achieving different objectives. Enter conversations with a mindset of understanding what others need and why they hold their position. This shift in approach can transform the dialogue. Assuming positive intent enables a productive starting point for addressing issues and fosters a culture that can sustain activity, even in tough circumstances.
-
Embrace issues early. Don’t let them linger. The inevitable friction between teams and organizations becomes problematic only when it festers and solidifies into entrenched positions. Address issues as soon as possible—bringing them to the table for open debate and discussion gives leaders a better chance of finding productive, accelerated resolutions.
-
Balance decision-making with outlining principles. Matrix organizations thrive when people at all levels are empowered to make decisions aligned with the broader direction. To enable this, employees and leaders need to understand not only which decisions they can make but also how to make them. Leaders can guide by explaining the principles behind decision-making rather than simply making the decisions for the team.
-
Lead for shared objectives. It’s tempting to focus only on your team’s deliverables or your organization’s goals, but as a leader, it's your responsibility to maintain a broader, cross-organizational perspective. Bring this wider lens to your communication, meetings, and decisions.
Leading in a matrix is all about partnering with others to achieve a greater goal. Your mindset as a leader is the secret to making a matrix organization deliver on its promise. In 2013, Booz & Company’s in-house publication, Strategy and Business, quoted Douglas Conant, former CEO of Campbell Soup Company, who offered a guiding principle for leading in a matrix. His perspective? The operating rule “could be as simple as 'It’s a win for both of us or there’s no deal.'"
