Click to view this email in a browser

Global Integration, October 2012 
The accountability issue.
newsletter-header 2

Can you be accountable without control?

accountability without control 3

One of the common complaints that we hear from managers new to working in a matrix is "how can I be accountable for something I don't control?” Very often this is a sign of resistance to the matrix, in reality all of us are accountable for things we don't completely control in life.

Span of accountability is the breath of things that we are responsible for delivering. 

Span of control is about the level of control we have over the resources we need to get these things done. 

Even in a traditional organisation we often rely on others to play their part in order to achieve results. In a matrix, this is even more so.

But if we think about the balance between span of accountability and span of control there are only three options, and each of them drives very different set of behaviours.

The first option is that your accountabilities are smaller than the resources you control. What would this mean? In this case it's probable that you are under-performing perhaps hoarding resources that could be used more effectively elsewhere. This is not a desirable situation.

The second option is that you have a direct match between your level of accountability and level of control. This can lead to efficiency, we are able to just get on and do the work without relying on others. However in a matrix work often crosses traditional vertical silos of function and geography and if each of us is only looking at our own narrow area then we may miss critical issues that fall between the gaps.

The third option is that where accountabilities are broader than the resources they control. At first glance this may seem difficult, but think about the behaviours that this requires. If we need to access resources that are outside our control we need to think more broadly, we need to seek out other resources and work with others in order to be successful. 

And these are exactly the behaviours we want to encourage in a matrix!

control accountability 2

(Click image to left to see our latest video: Accountability without control.)

In our matrix management training we show individuals how to structure their goals to take advantage of these insights, to focus on matching accountability and control where we need efficiency in delivering our own functional work, but preferring broader accountabilities when work crosses the traditional silos.

We often find that concerns about control are signals that managers don't feel comfortable getting things done without traditional hierarchy. If your people are concerned about this then the solution is likely to lie in skill building.

Find out more about our new range of matrix management training for leaders, matrix teams and individuals here.

Making the matrix workhow matrix managers engage people and cut through complexity. 
Making the matrix work cover small

Let’s be more social

Over the summer, we redesigned our website so that we could display our videos, podcasts and other media more easily and introduce some all new training products.

Take a look and see what you think:

New book now available for pre-order 

Welcome to the matrix, where multiple bosses, competing goals, influence without authority and accountability without control make work more complex.

As work increasingly cuts across the traditional “vertical” business silos of function and geography, most large organizations have adopted some form of matrix organization to manage global customers and supply chains, implement common business processes and run more integrated business functions.

But in a matrix, structure solves nothing. It is matrix management, the way people work together, that makes the difference between matrix success and failure.

We set up a matrix:

·   To increase flexibility and responsiveness – but this can mean competing goals, faster change and increased conflict. Despite this, people want clarity of goals and roles and to be aligned with their colleagues. We need both clarity and flexibility.

·   To increase cooperation and communication across the business – but be careful what you wish for! A matrix can lead to increased bureaucracy and poor quality cooperation. We need to be both connected, and effective.

·   To coordinate complex operations - the matrix requires trust and empowerment but complexity makes control difficult. Trust is harder to build and sustain and managers often respond by increasing central control. We need both control and trust.

A well run matrix creates higher levels of goal and role ownership, demands empowerment and trust and creates rich opportunities for learning and development. All of these are powerful levers for increasing employee engagement, but they require people to develop the 'matrix mindset' and new skills to take advantage of these opportunities.

“Making the matrix work” is based on 18 years of consulting and training experience with over 50,000 participants in more than 300 leading organizations around the world.  

It will show you how to establish and engage networks that do not depend on role, control or authority to get things done. It will help you to cut through complexity and build the skills you need for matrix management success.

We also wanted to become more social, so it was easier for our visitors to share, comment and join the conversation. 

Please feel free to share any of the content on this site with your social networks or connect with us on Facebook, Google + or Twitter. 

We would also love you to join our LinkedIn 'Matrix Management' Group where you can discuss issues, or ask questions of people with common interests.

Please share and let us know what you would like to see covered in future newsletters or LinkedIn group discussions.


Hong Kong 4

You're the first to know: we now have a new office in Hong Kong.

Our address is:

Global Integration Hong Kong
Regus One IFC
Suite 8, 20/F, One International Finance Centre,
1 Harbour View Street, Central
Hong Kong

Both our CEO Kevan Hall and our Asian VP, TH Ong, plan to be in Hong Kong in December.

Do contact us if you need any support in the region or would like to meet them whilst they are there:

T: +852-8197-0326

Global Integration Ltd, 75 Nine Mile Ride, Finchampstead, Berkshire, RG40 4ND, United Kingdom
Phone: +44 (0)118 932 8912

If you no longer wish to receive these emails, please reply to this message with "Unsubscribe" in the subject line or simply click on the following link: Unsubscribe

Click here to forward this email to a friend

Global Integration
Global Integration
75 Nine Mile Ride
Finchampstead, England RG27 0PJ

Read the VerticalResponse marketing policy.

Try Email Marketing with VerticalResponse!