Q: I work for a large food manufacturer and we are undergoing a major internal reorganisation. It will feature something called matrix management, which I believe will mean I report to two bosses. I've never worked in this kind of environment before and I am apprehensive as to how I will relate to two different personalities and two sets of priorities.

A: You are right, it is a challenge but many successful organisations operate in this fashion extremely effectively. I suspect you will have one direct manager and the other will have a dotted-line responsibility.

This means you have to be precise on process and transparent in what you are doing, and your communication skills have to be impeccable. When there is conflict, which in business there always is, be the first to raise the issues with potential solutions.

Do not sweep stuff under the carpet, as it will come back to bite you, but raise your game by opening up issues that may appear to fall between both managers.

Make sure you tap into both of your new managers to understand their priorities and benefit from their experience and viewpoints. And never feel tempted to play one off against the other this is the road to hell. If everyone is up to speed (and it is your job to make this happen), having decision-makers as part of the process can help the business run more effectively and efficiently.

Q: A new boss is joining from outside the company. I know nothing about him and I do want to help him get to know our business but also, I don't want to get fired when he arrives. What's the best line of defence?

A: The fact that you're talking about defence is putting you on the back foot. There is really no need, as a new boss can't afford to let his new division collapse as soon as he arrives. He will want to assess the capabilities of his team and get the best from them.

Your first step is to make a solid first impression with your can-do attitude and determination to help him become effective as rapidly as possible. It is also a good tactic to let his first view be of a well-run organisation.

Any outstanding issues should be resolved beforehand, so you don't have to start off by bringing him problems. He will want to listen and learn before implementing changes. However, let's be clear: he has not been brought in to preserve the status quo. You need to help inform his judgement and when he has made his decision, be receptive and committed to help him lead the change.

Do that and no boss will want to replace you.

If you have a question for Sue, email her at sue@mountstevensexecutivecoaching.com.

Topics