Most people at a middle or senior level in large organisations have at least two bosses, usually dubbed the solid and dotted-line bosses' — the classic matrix structure. Often, these bosses are conspicuous by their absence — tied up on other pressing projects and initiatives. When you do get a one-to-one, it is usually a hurried conference call focusing on their priorities, and often at odds with the “other” boss' ideas. When you point this out, a frequent response is the insistence that you need to deliver on your objectives and should be capable of making it happen. So, in order to make things happen, you have to be able to influence both of your bosses to feel bought-in to the way you are pushing things, and you have to single-handedly influence the myriad of peers — all of whom also have many bosses and stakeholders. Complicated work! Increasingly, this problem fits into a global organisation where time zones and cultural differences exacerbate the complexity. But, let’s face it, that’s what you’re paid for, isn’t it?

Understanding This Challenge

The first point to recognise is Read More