Matrix Management: Leveraging Resistance to Change as an Asset
While providing training to a group of scientists who are reorganizing into an R&D matrix, I encountered a few who were resistant to matrix management and to the changes that are occurring in the enterprise owing to a variety of factors related to the need to become much more demand-driven and also owing to looming budgetary constraints. One participant was particularly articulate in expressing his reservations about the changes that are occurring. During the session, I encouraged him to share his concerns with the full group so that these could be explored. I remarked that he seemed somewhat resistant to his new role. I observed that my remark and a possible not-a-team-player characterization made him uncomfortable. I quickly eased the tension heralding that his resistance was a good and necessary thing – a distinct signal that people perceive these changes as real and that change is actually starting to take hold.
I said what I meant and I meant what I said. The adoption of matrix management involves people assuming new roles and working these roles in a new configuration of relationships. It’s change…and change has no natural allies. My experience tells me that participants in the matrix organization must be “sold” not only on the benefits of matrix management but, most importantly, they must be able to visualize themselves achieving success as they play their new role, transacting business through relationships with others who are also playing matrix-altered roles. Visualization is powerful. Prior to buying a new automobile, we must be able to visualize ourselves driving that car. Similarly, as we adopt matrix management, people need to be able to visualize themselves achieving success using a different model than the one that has led to success in the past. Mixing metaphors, each player in the matrix organization must be able to visualize themselves driving that new role on a sunny day with the convertible top down. If they harbor negative fantasies that they will be stuck on the side of the road with a broken-down jalopy in a rainstorm, we’re going to have a heck of a time changing roles, relationships and behavior consistent with the matrix model.
In summary, constructive expressions of resistance to organizational change should be welcomed within reason. These conversations provide golden opportunities to explore the specific difficulties that an employee is having in visualizing herself as being successful in the new matrix-managed order. If there is no resistance whatsoever, you should be concerned unless you’re strolling in the graveyard by yourself. If you are abjectly dismissive of healthy resistance, you miss an opportunity to achieve breakthrough success. The best approach is to explore useful questions and answer them in an authentic manner to achieve growth and change that benefits everyone.
An Extraordinary Man — True Leadership
Christopher Dowswell had an eternal glow about him, abundant energy that transcended his age and health, endless enhusiasm and total dedication to his life’s work which was eradicating hunger and poverty through agricultural development throughout the world, particularly Africa. He was chief of staff to the late Dr. Norman Borlaug, father of the Green Revolution and much, much more. I am a lucky man for knowing him for the past several years. I only wish I could have known him longer. What a privilege that would have been. Yet, in perspective, most people go through their years on this planet and never enjoy the privilege of meeting and knowing someone like Chris. Today, I am grateful for knowing him in the same instant that I am saddened by his passing.
I met Chris in his capacity as a top executive at Sasakawa Africa Association when I was engaged to provide matrix management assistance. Just minutes after meeting him in Nairobi, I knew that I had met a friend for life. He connected with people on an immediate and deep level. Some executives are more task-focused. Other executives are more people-focused. Chris was both task-focused and people-focused and he was a virtuoso in both areas. I have worked with powerful executives around the globe. One shared characteric of successful executives? They all look directly into your eyes, without fail. However, with Chris it was different. Chris looked into your eyes and you could see his inquiring mind at work: Who are you, really? How can I leverage your talents so that you can join me as a force for positive change? It was so very powerful. It was unique. It was all about his mission, not his ego.
I would return from Africa and comment to my friends about the after-hours conversations we would have. The sparkling and sophisticated conversations about world affairs were a cut above the conversations I enjoyed in New York or Washington. Why? Chris brought the energy. He brought the sparkle. He was truly a man of the world. He made it all special, instant by instant. What’s more, he had assembled a unique group of people who were up to the task and added to the energy he brought. And the task was always grand, never trivial, never small bore.
Chris had enormous gravitas. He was a force for good. I don’t know how many Christopher Dowswells populate this globe of ours, but it’s plain that there aren’t enough of them. Chris was what genuine leadership is all about. May we all be inspired by him and may each of us become ever more powerful in improving the lives of others wherever we may be, whatever our walk of life. There’s no replacing Chris Dowswell, but those of us who knew him encumber a unique debt: we owe it to him to do our best to try.
Matrix Management Check-Ups and Tune-Ups
Matrix organizations benefit from occasional check-ups and tune-ups. Top leadership in most organizations is consumed by attention to strategy, systems, and major transactions of one kind of another. How much time and attention is devoted to ensuring that the organization — its structure and functioning — is working optimally, or even as intended? Oftentimes, structure is the neglected stepchild in the strategy-systems-structure triad. What’s working well? What’s not working so well? Where are there deficiencies in horizontal integration? Where are there disconnects between vertical leaders and matrixed staff? The list of check-up questions won’t be recited here but suffice it to say that a fraction of the attention invested in strategy, systems and major transactions will deliver bountiful benefits. Check-ups lead to tune-ups and tune-ups can and should lead to performance breakthroughs that matter.
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