Surviving the matrix
February 1, 2021 8:33 AM Subscribe
Seeking tips for navigating a "matrix" (or at least matrix-inspired) management structure in which I don't really have a boss but also have seven bosses.
So I started a new job around 10 weeks ago. It is remote due to covid. The organization is small; seven full time staff and then an additional 6-7 part time contractors.
I am involved in four projects, and for each of the projects I have a director, a project manager, and myself (coordinator). I have a peer 'mentor' who is really great about answering questions on a day to day basis and also is the primary person training me (this has been less great, but not terrible). My manager on paper is the exec director who I don't really have much to do with.
I really do not love this structure, but it isn't going terribly-- they seem to like me and overall things are holding together and I'm happy for the moment to have a job that I can do from home.
But... I feel like I'm not doing as well as I could because I'm never really sure what's expected of me or what my role is (everyone seems to have a different idea). Particularly, I'm struggling with the following things:
1. My previous role had more project management duties and I was able to work a little more autonomously than I can here-- I'm hoping that if I can show that I'm capable of that I'll be able to get to that point here as well, based on the duties of the other staff with my job title. I feel more than capable of taking on more than I'm doing but there are so many cooks in the kitchen that it's hard to know when to step up vs step back.
2. I'm also thinking down the line wondering how I can best navigate taking a vacation, or getting folks to take the time to give me professional feedback, or who I'll talk to if I have an issue.
Any tips or thoughts if you've ever been in a similar situation?
So I started a new job around 10 weeks ago. It is remote due to covid. The organization is small; seven full time staff and then an additional 6-7 part time contractors.
I am involved in four projects, and for each of the projects I have a director, a project manager, and myself (coordinator). I have a peer 'mentor' who is really great about answering questions on a day to day basis and also is the primary person training me (this has been less great, but not terrible). My manager on paper is the exec director who I don't really have much to do with.
I really do not love this structure, but it isn't going terribly-- they seem to like me and overall things are holding together and I'm happy for the moment to have a job that I can do from home.
But... I feel like I'm not doing as well as I could because I'm never really sure what's expected of me or what my role is (everyone seems to have a different idea). Particularly, I'm struggling with the following things:
1. My previous role had more project management duties and I was able to work a little more autonomously than I can here-- I'm hoping that if I can show that I'm capable of that I'll be able to get to that point here as well, based on the duties of the other staff with my job title. I feel more than capable of taking on more than I'm doing but there are so many cooks in the kitchen that it's hard to know when to step up vs step back.
2. I'm also thinking down the line wondering how I can best navigate taking a vacation, or getting folks to take the time to give me professional feedback, or who I'll talk to if I have an issue.
Any tips or thoughts if you've ever been in a similar situation?
I was in a similar situation once, with a matrix and a newly-created job that none of the people I reported to had a clue how to do. Nor did I. But that's why they hired me. After a couple of months of bewilderment and impostor syndrome, I started to relax and enjoy it. "I'm my own boss," I would say to myself. "I'm the one that decides what this job is, how to do it, what success looks like, what my priorities are. I own it all." Once I started to act that way, the entire matrix--and our client--loved it.
Your role sounds a bit different, with various projects & project managers. But that "I own it" thinking might help anyway. You're the one who tells you how to do the job, no one else. Once you get used to it, it's great!
posted by mono blanco at 9:15 AM on February 1, 2021 [4 favorites]
Your role sounds a bit different, with various projects & project managers. But that "I own it" thinking might help anyway. You're the one who tells you how to do the job, no one else. Once you get used to it, it's great!
posted by mono blanco at 9:15 AM on February 1, 2021 [4 favorites]
Mess something important up, and you'll see who your real boss is.
Short of that... you'll probably get a better feel over time. The vacation thing is easy; there's probably a time off request procedure in place already. Who to talk to about issues will differ depending on the issues. Certain people will be able to help with different problems, and finding out who can help with what is one of the major soft skills at a place like this. Your big problem, to me, sounds like the fact that you could do more but don't know who to ask.
I have a hunch that this management structure is really a manifestation of office politics, and your challenge is to figure out who has the most power regardless of title. It's harder to do virtually than if you were in the office, but pay attention to who defers to whom in meetings, to who gets cc'ed on emails that don't seem to involve them, and things like that. That person is the boss. Your peer mentor might be able to steer you a little here, but be subtle in asking.
Who will be doing your performance review? If you technically report to the executive director, will they be the one signing off on your review? If so, see if you can schedule an infrequent but regular meeting (maybe monthly) with them so that they have some visibility into what you're doing beyond having other quasi-managers report up the chain, and then use those meetings to (again) see who the executive director sees as having power. Alternatively, if someone else is doing your review, that person is the boss.
posted by kevinbelt at 9:33 AM on February 1, 2021
Short of that... you'll probably get a better feel over time. The vacation thing is easy; there's probably a time off request procedure in place already. Who to talk to about issues will differ depending on the issues. Certain people will be able to help with different problems, and finding out who can help with what is one of the major soft skills at a place like this. Your big problem, to me, sounds like the fact that you could do more but don't know who to ask.
I have a hunch that this management structure is really a manifestation of office politics, and your challenge is to figure out who has the most power regardless of title. It's harder to do virtually than if you were in the office, but pay attention to who defers to whom in meetings, to who gets cc'ed on emails that don't seem to involve them, and things like that. That person is the boss. Your peer mentor might be able to steer you a little here, but be subtle in asking.
Who will be doing your performance review? If you technically report to the executive director, will they be the one signing off on your review? If so, see if you can schedule an infrequent but regular meeting (maybe monthly) with them so that they have some visibility into what you're doing beyond having other quasi-managers report up the chain, and then use those meetings to (again) see who the executive director sees as having power. Alternatively, if someone else is doing your review, that person is the boss.
posted by kevinbelt at 9:33 AM on February 1, 2021
In the Before Times when I had a matrix reporting structure I hung a whiteboard over my desk that had my time and my scheduled work and deadlines on it (work time being key, like blocking out hours), vaguely colour-coded by marker colour. Whenever one of my bosses would ask me if I could "just do" something, I could turn around and look at the board and then say "hmm" as I searched for time.
This resolved a lot of issues without me actually having to enter into verbal negotiations, and eventually trained most of them (there was one repeat offender) to respect my lead time. I wonder if you could use a shared calendar to set up something similar remotely?
posted by warriorqueen at 10:08 AM on February 1, 2021
This resolved a lot of issues without me actually having to enter into verbal negotiations, and eventually trained most of them (there was one repeat offender) to respect my lead time. I wonder if you could use a shared calendar to set up something similar remotely?
posted by warriorqueen at 10:08 AM on February 1, 2021
I oversee some people who also work with a different group. If you'd like to take on more project management tasks, I'd suggest reaching out to each of the project managers and telling them you have time, and asking whether there's anything you can help them with/take off their plate. Won't be long before they get that into their heads and come to you with stuff as (they deem) appropriate.
You seem to want to know the structure/rules, which is how I am. If they're just not going to be consistent, then per project/based on personnel, it might be helpful to think of each project as a separate job, with its own (possibly evolving) arrangement. Maybe you'd find them better defined within their own silos. You also could try to embrace the variety, which could keep things fresh longer, unless you really aren't a fan of the concept.
If the concept of uncertainty around who's in charge and what's expected of you is a problem, you could ask the director of each project that involves you whether you could schedule a say monthly 15-minute call with them, as a check-in.
posted by troywestfield at 7:42 AM on February 3, 2021
You seem to want to know the structure/rules, which is how I am. If they're just not going to be consistent, then per project/based on personnel, it might be helpful to think of each project as a separate job, with its own (possibly evolving) arrangement. Maybe you'd find them better defined within their own silos. You also could try to embrace the variety, which could keep things fresh longer, unless you really aren't a fan of the concept.
If the concept of uncertainty around who's in charge and what's expected of you is a problem, you could ask the director of each project that involves you whether you could schedule a say monthly 15-minute call with them, as a check-in.
posted by troywestfield at 7:42 AM on February 3, 2021
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The idea is to (a) make your work visible to them all to protect your time so they can't all try to squeeze extra things onto your schedule and (b) give them a clear opportunity to say they want you to change.
By taking that initiative, you can try to steer the job towards what you want to do but hopefully get feedback early if that's going too far away from what they want you to do.
Similarly with vacation - try to plan ahead to pencil it in and then start saying "I'm planning to be out of office between x and y date please say if this is a problem so we can work out how to manage it". Set a date by which you make the plan firm.
If they are reasonable people it should be possible for them to work with each other to provide a bit of give and take on whose projects get more or less of your time. If they're unreasonable the situation may not be workable in the longer term, but its best to start with the assumption of good intentions.
posted by crocomancer at 9:08 AM on February 1, 2021 [2 favorites]