Organizations and individuals must maximize the power of intersections between global businesses and local resources, technical expertise and business units, and among multiple functions. Matrix practitioners must be able to build partnerships, influence, communicate and lead great meetings to tackle the three big matrix challenges: goal alignment, role clarity & decision-making.
Establish a history of willingness to be influenced. In order to influence, you must be willing—and demonstrate that willingness—to be influenced. This is especially true in matrix roles, where relationships are long term and inherently require much give-and-take. When you are steadfast and do more taking than giving in influence situations, trust can dwindle, making it difficult to influence.
CROSS-FUNCTIONAL INFLUENCE (XFI)?
CROSS-FUNCTIONAL INFLUENCE > (XFI)
The problems we face, decisions we make, and projects we run are complex. Very rarely does all this work reside neatly within one function, team or location. It requires us to reach across functions and geographical boundaries. And once that reach happens, influence is required. We provide the model for using cross-functional influence to get things done across complex organizations.