Matrix teams: Successfully managing yourself when you have dual reporting lines

In my last article I talked about successful leadership in matrix-ed organisations. Some comments from readers of the article asked me about the reverse, i.e., on the experience of a team member who is part of a matrix team and therefore reporting into dual lines. That feedback prompted me to write this article — as a mirror image to my previous, i.e., from the lens as a team member and on how you can be successful when you have dual reporting lines. These reporting lines are dual in matrix-ed teams with a solid line to your functional boss and a dotted line to your extended manager (sometimes referred to as a primary stakeholder as well). As an example, in a business – marketing will have solid line reporting functionally (to a marketing leader); and dotted line stakeholder into a business leader, for example, like sales.

Like I said previously, being in matrix-ed teams is quite commonplace today and you need to get good at operating and thriving in these environments; it is as much an art, and you will need to show your artistry often! Your ability to see situations from multiple perspectives, including the way your direct manager sees it and your extended (dotted) manager sees it (if they happen to see aspects differently), is crucial. Rigidity in operating can cause a lot of friction and peace of mind in the role!

Let’s take a look at how you would contribute in each sphere while maximising your impact.

Managing the reporting to your functional manager

This reporting line is your primary organisation line and core to the functional role you represent and are part of. It is valuable to your manager and team because you bring broader context/perspectives of the cross functional business back to team – for example, the marketing function working with finance, product, sales etc.

As you bring the perspectives, you serve as a conduit and you can make your “asks” of the function; for example, as a marketer, the inputs you gather might be around product messaging as you are hearing it firsthand via the markets you are operating in – around what is missing, what needs to be emphasised more, how things are working with competition etc. 

Over time, you will (should?) get good at knowing (a) what level of detail to share, (b) how to share and (c) what to abstract when communicating back with your functional manager. Often your direct manager will not be interested in all the details but will focus on the core and crux of how it impacts and what actions are necessary. Therefore, a key skill you need to learn is to synthesize, abstract and communicate the essence succinctly; and if required/or asked for, expand on the details Ideally your boss should not have to engage a lot with your dotted line stakeholder! 

Managing the reporting to your dotted line manager

To your dotted line reporting, usually, you are part of the extended staff for that leader, and you are expected to bring your functional expertise there in those forums. Building trust and credibility in the group of the extended staff is important. However, you should keep your independence so you can exert the knowledge of your functional expertise; else, you stand the risk of being run over with many voices advising you on how to do your job! For example, and most marketers will relate to this, there will be several who advise on how marketing is to be done!

Bringing your functional strategy narrative loud and clear to the dotted line manager and their team should be your primary focus; that said, when you take back genuine “asks” from the extended team to your function, it helps business move forward with positive inputs received. Couple of other points I have learnt over the years (a) Be acutely aware of what you say and do because it will reflect to the others too, since you’re representing all your function in front of the extended team and not just yourself (b) Good leaders give you the space – where you can contribute, but at the same time keep a keen eye on the gaps that can be addressed and improved upon.

Being comfortable working across dual reporting is important and particularly so as you climb in larger organisations. This is a key skill that is often referred to as effective cross-functional collaboration in skills that leaders are looking for in team members.

Srihari Palangala, Senior Director & Head of Marketing, International Medium Business, Dell Technologies.