How to Get the Most from a Matrix Team

Transcript

Peter Yarrow (Head of Learning at abrdn): I've worked in matrix teams a number of times over the years, and it is more difficult. As the manager of a matrix team, you've got to work really hard to make sure things are working effectively.

First of all, other managers. So, conversations around expectations that they will have of their team member, and expectations you will have of their team member. Expectations about when those people will be available, and how long for.

Then, obviously, conversations with people who are part of that matrix team. Again, "What are our objectives? What's expected of you? How will we work together? How will we communicate?" Because often with matrix teams, you're not always going to be in the same location. So, you also may be working remotely, too.

The kind of person I think works well in a matrix team is someone who has got the right amount of structure and discipline, without being too rigid. But it's about knowing when you're working on one thing or working on another. But also being able to recognize when you need to change quickly depending on what's happening.

I think the other thing as well is people who are naturally collaborative, they're good people to have working in a matrix team. Counter to that, the people who you don't want working in a matrix team are those who are very siloed, maybe aren't used to working as part of a team environment.

But, on the whole, I think everyone I've ever worked with, they may not be perfect in every sense, but they, if they're clear on what you're trying to achieve, when it needs to be done, what they're part of that is... then, you find that everyone has enough of the the skills you need to be part of a matrix team.

About Peter Yarrow

Peter Yarrow is Head of Learning at global investment firm, abrdn. He also has senior leadership experience in digital learning, curriculum frameworks, professional qualifications, and career development strategies.