Matrix 101Â
Ground Rules for Navigating Solid and Dotted Line Relationships
Solid and dotted line relationships are a core component of the matrix structure, but they are often a source of confusion - especially for those who are new to the matrix! Â
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Here we will share some key ground rules for successfully navigating these relationships, based on the four Building Blocks outlined in Master the Matrix: Mindset, Jujitsu, Zoom Out and Triage.
But first, let's have a look at the discrete responsibilities that solid and dotted line managers have, as well as the overlap between their roles:
As you can see, many of a manager's most important responsibilities lie in the overlapping area! So, how to navigate this overlap? Here are a few key rules:Â
For the Solid/Dotted Line Manager
For the Matrix Role
Learn
to
share:
You do not "own" the employee; they are a shared resource.
Build
the
partnership:
Without trust between the two managers, the connection will splinter and fall apart.
Get roles clear: Know why the matrix role is in place and define your role vis-a-vis
the other manager, but remember that role clarity doesn't replace trust.

Go slow to go fast:
Include, involve, inform the other manager. It will help you pick up speed in the long run.


Anticipate
conflicts:
Your
role
is
in
place
to
create
and
bring
these
 to the surface. You
will
feel
tugged,
expect
it
and
learn
to
both
let
it
go
and
deal
with
it
effectively.

Watch your bias:
You
may align more
closely with one boss
versus
 another
based
 on
 common function,
geography,
exposure
or style.
Don’t fall
into
this
trap—remember
why
your
matrix
role
is in
place.

Go slow to go fast: Include, involve, inform both managers. It will help you pick up speed in the long run.
Be tentative, assume best intent and be ready for trade-offs: Go into all situations with a tentative mindset—your first intention must be to understand. In order to ask the right questions and truly listen you also have to assume best intent.
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Don't put the employee in the middle: Engage the other manager directly when conflicts arise— don’t put the matrixed person in the middle to represent or defend a particular side.
Don't get caught in the middle:Â When your managers conflict, stay neutral. Get them to talk directly, don't try to represent one side to another.
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Don't play one side against the other: Your role is in place to bring two parts of the organization together—not to drive a wedge between them. Stay neutral and focused on what is best for the overall organization.
Get out of your silo and up on the balcony:Â You need to constantly step up to see the goal, conflict, issue or decision from an enterprise level.Â
Get out of your silo and up on the balcony:Â You need to constantly step up to see the goal, conflict, issue or decision from an enterprise level.Â
Pick your battles: Decide what to let go or tackle based on true impact to the business, not your personal feelings. Willingness to be influenced also loosens things up for negotiating a conflict down the road.
Don't try to do it all:Â Proactively bring up conflicting priorities or impending overload; ask questions before taking things on; don't be afraid to talk about priorities.
Use your "Elevate" card wisely: There will be issues, decisions and conflicts that you can't resolve on your own. On those rare occasions when you have to elevate, do so objectively.
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