In today's uncertain climate, many organisations are turning to workgroups, cross-functional teams, task forces and special project teams in order to be faster and more flexible and to share resources across the organisation.

This course breaks down the characteristics of managing in different types of matrixed environments and introduces you to the principles and processes needed to ensure success when leading matrix-managed teams. You will have the opportunity to evaluate yourself against the four key skills of a matrix manager and then align the application of those skills to the four key challenges of matrix teams. Finally, you will develop your own stakeholder map, analyse each stakeholder according to their level of power and interest, and apply a well-known influencing model to your most important stakeholder relationships.

This course is aimed at anyone who leads or manages a matrixed team or work group.

By the end of this course you will be able to:

  • Define the characteristics of matrix teams and work groups
  • Describe the key skills required of a matrix-managed team leader
  • Draft a strategy for overcoming the key challenges of managing in a matrixed environment
  • Implement a plan for influencing your key stakeholders
  • Analysing the differences between matrix-managed teams and traditional workgroups
  • The characteristics and challenges of managing in a weak, strong and balanced matrixed environment
  • Overcoming the key challenges of managing in a matrix: unclear roles and responsibilities, conflicting priorities, lack of cohesion
  • Evaluating yourself against the four key skills of a matrix manager: empathy, conflict management, influence and self-awareness
  • Developing a personal stakeholder map
  • Analysing your stakeholders according to the amount of power they have over your objectives and the level of interest they take in your success
  • Developing appropriate actions to fully engage each set of stakeholders
  • Winning support from your key stakeholders by using the Cohen-Bradford model for influencing without authority