Many organizations are facing challenges that require more flexibility, faster decision-making, and enhanced collaboration across different departments, units, or even functions. The University of Minnesota is no exception. To help meet those challenges, there is often a need to change how teams work and communicate. This can be done in a variety of ways: formal and informal cross-functional teams, project teams, or even more formal dual reporting lines exist to help the flow of work, and they also demand a unique set of skills and strategies from people leaders. How can university supervisors effectively navigate this intricate landscape?
Clear Roles and Responsibilities
Role ambiguity and conflicting demands are among the work stressors that, when left unaddressed, can lead to exhaustion, cynicism, and ultimately burnout. Whether you supervise a person in a formal dual-reporting line or someone involved in a cross-functional project, you and another supervisor/project lead must be clear and aligned in your expectations. It’s crucial to define each team member’s role, including their primary responsibilities and how they fit into the larger project or function. Increasing clarity of role boundaries and granting authority to execute against role responsibilities can foster empowerment. While clarifying their role and responsibilities, make sure to also discuss your role as their supervisor – what support you can provide and what questions are better addressed by your colleague/project manager.
Communication and Conflict Resolution
Effective communication is the cornerstone of success for any team. It is important to create an environment where team members feel comfortable sharing information, voicing concerns, and seeking guidance. Studies by Marks et al. (2019) highlight the importance of regular updates and transparent communication channels to ensure alignment across teams. While conflicts are inevitable in any organization, they can be particularly challenging in a matrixed structure where dual reporting can lead to misunderstandings and competing demands. Supervisors should address conflicts proactively, fostering a culture of open communication where issues are discussed and resolved early. Strategies such as delayed response and active listening can help in managing emotions and building trust.
Ownership and Accountability
In a matrixed structure or on some cross-functional teams, accountability can become diluted. Supervisors must emphasize the importance of ownership and individual accountability. Set clear expectations and provide regular feedback on performance. Conducting regular check-ins and soliciting feedback from others can help improve performance, track progress, and address any issues promptly. Establishing accountability is not about micromanagement; it’s about empowering employees to take responsibility for their work and providing the support and coaching they need to succeed.
Ongoing Coaching and Support
Providing ongoing support in the form of feedback, coaching, or formal skill development programs or classes is helpful. It is also important to recognize that the experience of collaborating through a cross-functional team or being part of a larger project or initiative can be a great opportunity for development that otherwise would not be possible. It provides room to learn a new process or tool, expand a professional network, and produce insights that can contribute in a way that otherwise would not be possible. Reflecting on how their work connects to their career goals and interests can highlight how working across different groups, colleges, or functions can enhance their development goals.
Supervising in a matrixed organization requires clear communication, defined roles, proactive conflict management, and a culture of accountability. By embracing these strategies, supervisors can turn team complexity into an advantage, fostering dynamic and engaged teams, breaking down silos, and enabling innovation.
