7B. Matrix Management 2.0 Leadership

7B1. In MM 2.0, a leader must be able to lead without having authority. Therefore, the leadership premises and principles used in VM 1.0 and MM 1.0 do not apply in MM 2.0.
7B2. MM 2.0 uses a collaborative leadership approach (most of the time).
- 7B2i. In a collaborative approach, the leader seeks to gain consensus from the team before proceeding. Because the team will have team accountability for the outcome, it’s important that it participates in the decision-making process.
- 7B2ii. A directive approach is used only in times of an emergency where there is no contingency plan in place or when the leader must override decisions made by the direct report in order to fulfill organizational accountability.
7B3. Premises of MM 2.0 collaborative leadership include:
- 7B3i. Cooperation, not competition, drives organizational success.
- 7B3ii. A person’s sphere of control does not extend to the control of others. An individual can only control himself.
7B4. Collaboration in a matrix is necessary because:
- 7B4i. Team members share accountability for the team deliverable.
- 7B4ii. Team-based leadership helps to create alignment.
- 7B4iii. When people collaborate, they produce better results because there are more minds generating ideas.
- 7B4iv. Collaboration helps to create high-performing teams.
- 7B4v. The nature of a system is such that decisions cannot be made in isolation. The interdependent elements must be considered in the decision-making process. The best way to do that is through a team-based or collaborative decision-making process.
7B5. Collaboration consists of:
- 7B5i. Having the team create the plan and make decisions collaboratively.
- 7B5ii. Using collaborative methods that enhance team member understanding, ownership, and buy-in.
- 7B5iii. Team leaders facilitating the team and technical processes.
- 7B5iv. Having individuals manage their own interfaces.
7B6. Principles and rules of MM 2.0 collaborative leadership:
- 7B6i. Leaders must be able to lead without authority. (See Section 8B for more on Leading Without Authority.)
- 7B6ii. Decision making should be pushed down to the lowest level possible—the one that covers the interdependencies involved.
- 7B6iii. Control processes, not other people.
- 7B6iv. Relationships should be based on adult-to-adult interactions.
- 7B6v. Individuals need to be able to negotiate and reach consensus.
- 7B6vi. Feedback should be solicited from all members of the team as well as stakeholders in order to improve future performance.
7B7. Characteristics of a collaborative leader:
- 7B7i. Is an empowered adult
- 7B7ii. Uses collaborative leadership tools, methods, and techniques to build high-performing teams
- 7B7iii. Is honest and accepts feedback
- 7B7iv. Accepts accountability unconditionally
- 7B7v. Is respected within the organization
- 7B7vi. Has a good rapport with the customer
- 7B7vii. Is a team player
- 7B7viii. Knows when to ask for help
- 7B7ix. Negotiates outcomes that are achievable by the team
- 7B7x. Builds buy-in and consensus
- 7B7xi. Ensures that resources are available to get the work done
- 7B7xii. Builds relationships
- 7B7xiii. Provides support to the team when needed
- 7B7xiv. Knows how to recognize and celebrate
7B8. Skills of a collaborative leader:
- 7B8i. Knows how to facilitate team-based methods and processes
- 7B8ii. Understands the technical process
- 7B8iii. Knows how to remove obstacles
- 7B8iv. Can make difficult decisions when necessary without disempowering others
- 7B8v. Recognizes the accomplishments of others
- 7B8vi. Can coach others
- 7B8vii. Can resolve conflicts
- 7B8viii. Is good at negotiating win-win solutions

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