PERMISSION TO USE MATERIALS from Engagement Schedule 1, Finerty Consulting Master Service Agreement Content Timing Content Notes Optional Discussions, Activities, Worksheets :10 Slides 1-4 Session Introduction [Introduce self, position workshop in organizational content] The content of this workshop is from the book, Master the Matrix: 7 Essentials for Getting Things Done in Complex Organizations. The book is based on surveys and interviews with 150 matrix managers across a variety of industries. You will receive a copy of this book at the conclusion of the session. Outline objectives and agenda Describe resources they will be using (book, worksheets, etc.) Outline any ground rules and other logistics Participant Intro (:15-:25): Have participants introduce themselves (name, position, years with company, etc.) with one word that describes the matrix for them. Track on FC and refer back to/add/edit at end of workshop WELCOME TO THE MATRIX (CONTENT TOTAL :30)
:05 56 Proactive Ingredients: Flexibility In order to be influential, you have to be willing to be influenced. This is the jujitsu of influence. In 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 When you are steadfast and do more taking than giving in influence situations, trust can dwindle, making it difficult to influence. Oftentimes, this unwavering approach can turn you from a partner to the police, especially if you are in a role that includes many requirements, standards, regulations, laws, etc. In organizations, the “police” quickly become the ones you avoid bringing in—you only bring them in when absolutely needed. Once people stop bringing you in, you have lost your influence. Flexibility Self Assessment Set Up: :02 Individual Work: :10 Table Discussion: :15 Debrief: 10 Objective: To help participants see where they are more/less flexible and the impact that has on their level of influence. Individual Work: Complete the Flexiblity Self Assessment Table Discussion: What trends do you see? In general, when/with whom are we more or less flexible? How has this impacted your level of influence? Debrief: Ask for highlights/insights from discussion Content Timing Content Notes Optional Discussions, Activities, Worksheets take.
Meetings Like they Matter: Invite and prepare the right people, continued When considering your invite list, give it a litmus test. For each person, identify why they must be there and what you expect them to do both in the meeting and as a result of the meeting. If there are a lot of “know,” “understand” or “be aware of” statements, question whether they need to be there. These are the invite equivalents of talk verbs—“know verbs” that tell you a person needs to be informed, but not in attendance. There are a lot of ways to inform; meeting attendance is not required. Once you get the invite list nailed down, think about how to make sure attendees are ready to hit the ground running at minute one of the meeting. Rarely do you want a group to walk in completely flat-footed, but you don’t have to ask them to prepare 50 slides either. Give them something to do ahead of time, and don’t just ask them to “think about something.” Ask them to bring something in—here are a few examples: Review and note which alternative… Identify three priorities… Read the document and in your three biggest concerns… Content Timing Content Notes Optional Discussions, Activities, Worksheets