By Insight Editor / 13 Mar 2024 / Topics: Culture & careers
For today’s leaders, the complexities of global teamwork and cross-collaboration can be overwhelming. But there is a way forward — it involves prioritizing shared leadership within the powerful framework of matrix management. Along with Michelle Reaux, VP of Human Resources at Insight, we explore the transformative potential of this model and discuss the valuable impacts it can have on team dynamics and leadership decision-making. As you’ll learn, with open communication, trust and a shared sense of purpose, you can enhance your organization’s culture and drive unparalleled success for your team.
To experience this week’s episode, listen on the player above, watch the conversation below, or scroll down to read a complete transcript. You can also subscribe to Leading With Insight on Apple Podcasts, Pandora, and Spotify.
Audio transcript:
How do modern leaders navigate the complex terrain of a global network and also shared leadership?
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Hello my name is E. And I'm Rich. In this episode we'll delve into the concept of shared leadership within the framework of matrix management. This is taking teams to a whole new level. That's right and speaking of a whole new level we took the podcast to a whole new level. We were at actually our sales rally Amplify event where we not only brought all of our teammates but our partners,
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our community, just our network of community into here at Bronnet Arizona.
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And it was a fun session and speaking that we did it we did a podcast there recorded and got a lot of good feedback a lot of good questions that we're gonna share with you today and capture some of those audios in answer for our audience in this episode.
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Speaking of that, that was was that your first Amplify that you actually being involved in doing some? Yeah very first, very fun. Fun to be in a room full of people breaking out you know talking about the things that we do here at Insight. So just to kind of set the stage right we had a breakout sessions and we talked about this topic specifically and we did capture a lot again it's one of those topics that we're currently working on here at Insight. We want to continue to improve the experience for our teammates but also helping our leaders understand or give them the right tools to be effective leaders to help them accomplish their goals not only in their day-to-day work but also their development in their career.
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So we're excited to have this topic and we have a special guest with us today. My fearless leader are a VP of HR specifically under the
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Diversity Leadership and OD space Michelle Rose. So Michelle welcome to the podcast. Thank you it's so good to be here again with the two of you talking about this right it was really fun doing that at Amplify. Loved it. It was this is our take two now in a quiet setting so we can really focus and provide you some good insights into this topic but Michelle for those who don't know you outside of insight because everybody at Insight knows you. Oh my goodness gracious. What tell us a little about your role and what you do for us here. So I'm Michelle Rose and like you said lead Diversity Leadership and OD which I love. I actually came over through acquisition in 2008 left for a little bit and I've been back again for 10 years this year so Diversity Leadership and OD is about to rebrand to Culture and Engagement too so that's super exciting so more to come on that but we do everything from all the recognition programs and performance management and leadership and pretty much anything that you can imagine that comes down to Culture and Engagement. So I love every single second to be in here. Yeah yeah and awesome I mean I enjoy being part of the team we've had such a phenomenal ride and continue to just have that exposure to you know our teammates the organization the business and we get to hear a lot of stories and areas that we can continue to improve because yeah you know what we can never we can never hit a point where we're like we're perfect look you know there's nothing else to work on Michelle as we know there's always something that we can always all the time always so today's episode we're gonna pack it in a couple things we'll talk about first what is you know a network or matrix management and then also what is this whole thing about shared leadership. We'll dive into maybe some best practices or areas to overcome and then finally how can we leverage this to really help maximize our teams and our organization to that next level. Perfect. So we'll have a couple questions for you. Yeah absolutely so thank you for being back here with us Michelle. Congratulations on ten years as well. Thank you. Yeah so as we unpack this can you tell us a little bit about the concept behind Matrix Connectivity and its synergy with shared leadership. Absolutely so Matrix Management has been around for a very long time and Matrix Management is really the idea that different teams have the responsibility for one shared outcome one shared goal but there's different roles and there's different responsibilities to get to that goal. So the idea of Matrix Connectivity is how do we have the right people that we need on the right teams and the right projects with the right clients and how do we lead those teams in an effective way to where there's trust there's respect there's communication there's results and we're using all of the tools that we have currently in place to make that happen. So it's really taking that connection of so many different people and figuring out how do we lead in the best possible way to get the best possible results. Yeah I mean the biggest thing that is funny that you said the right because again it has to take it takes a team and it's putting the right people in the right place but giving them the support the tools the resource and you mentioned trust and absolutely on so just a backstory right we're currently in the process of providing some training some resources to our teammates and our leaders so they can have you know they can set they could be set up for success and this is one of the one of the areas we're doing is this podcast this episode so our CRAs for season two has been hey if you're new into leadership or you're an existing leader coming back into leadership right has been our theme and what way to close it out and saying by the way you're not alone and there's gonna be situations where you will have to share leadership responsibilities and duties with another leader and how about this even more important how about in the global setting right I'll talk about different layers layers there for sure lost in translation possible outcomes yes that could happen oh yeah doing it right absolutely yeah so Michelle on that notion what are some of the I mean when it comes to decision-making because again I know there's a lot of things going on as a leader you have the responsibility right of making decisions but now you have that shared leadership aspect in that connective you know connectivity aspect what are some best practices when it comes to decision-making and ways to set up a leader for success oh my gosh there's so many there's so many I think that you know we've had an incredible opportunity here so even though we haven't had an actual formal shared leadership approach until about the last year and a half or so we've actually been working with other leaders around the globe for a very long time and figuring out exactly how to make this work so I think that with decision-making one of the most important things is making sure that everybody is involved in the conversation so when something needs to be done we are looking at how does it impact all regions how does it impact all of the people that are on the team how does it impact the different leaders do we need to look at the executive team and how it impacts them and I think that one of the most important things is taking everybody into consideration so I already talked about trust I talked about respect I talked about communication those things are so much more important I mean don't get me wrong they are absolutely critical but when you have shared leadership going on making sure that everybody is in the loop is huge because if you're not including somebody if anybody feels left out if people aren't involved in that decision-making process you're breaking down trust you're breaking down respect so what you want to do in a shared leadership situation is over communicate making sure that every single person who needs any of the information has it and considering I love the word consideration it's one of my most favorite words and when we're looking at consideration it's me considering Yuzi and saying okay what would Z need to know and how would he want to be involved how would Rich want to be involved and so when I'm looking at my global team of shared leadership with we do have fantastic matrix connectivity who do I need to make sure is always involved and I will tell you I always err on the side of caution and over include and over communicate because then when issues arise we come do we get we come together we come to each other and we solve those things together right then and there and put everything on the table and we do that because the trust is there because we're involving one another yeah awesome yeah and that's one of the things one of the questions actually that were asked in a session so we're gonna play that clip so song you one of our leaders here at insight asked a question around that specific topic so let's just let's hear it out and then we can kind of elaborate perfect great insights so if I were the general of AI I'll summarize it this way is matrix shared leadership is a powerful thing within an organization that can really drive results but the two critical elements are trust and communication between the leaders and the teammate they're leading right what happens when and you shared a little bit about sharing leadership philosophies but what happens when maybe there's a breakdown in one of those spectrums where either the leaders are not communicating well or maybe one of the leaders in communicating well to the teammate and maybe there's different competing priorities or maybe there's like you know cuz obviously the the solid line leader that controls the teammates bonus and merit you know has a lot of influence versus the dotted line leader that may have all these projects and things going on that's saying like these things are important but then there's a conflict between those two how do we resolve that and how do we make sure that doesn't happen okay so we just heard that from song you so what are your thoughts on that question it's such a great question and honestly breakdown and trust between leadership and a shell shared leadership situation is awful it's it's it's not good at all because the question is how does it impact the teammate it impacts the teammate in a huge way because as much as we like to think that as leaders our teammates are shielded from those things that are happening they see what's going on so what we have to do in that situation is we have to go to that leader directly we have to have a very candid fierce conversation around what we need what they need and figure out how can we work better together and one of the biggest things that we can do there is if we can't get to resolution we have to also be willing to raise that up the chain to our leaders and say okay we can't get here can you come in and help us to actually do that but there has to be agreement between those two leaders that both agree that the outcome needs to be working better together in building that trust if you have one person that's working against it it's almost impossible to get there so you have to make sure that you're having those conversations and being very very candid and open with one another sometimes that's hard sometimes it's really hard and some people are better at that than others but we have to be able to do it in a shared leadership situation so it does impact the teammate in the best possible way now when it comes down to the other part of the question that he asked about merit one person has control over that the other person doesn't it's the exact same answer you have to sit down and give your input and you have to be willing to challenge I think that one of the things that people get lost in is well if I challenge them then I'm being combative or I'm being argumentative it's not that at all it's hey I want to challenge this because this is what I have seen explain to me what you've seen and maybe where is that gap and how can we close that together and this takes again that trust and respect first of all this builds that secondly having those two things as a foundation for making sure it's successful going forward yeah yeah speaking of yeah in an environment so rich like for you as a teammate when you see those environments and you're like hey I want to speak up like I want you know what some input do you what are your thoughts on that do you feel like you know what that that is important to you or no I don't want to rock the boat or well how do you feel on that aspect yeah it's a little shaky you know obviously we all have those fears you know when when we're being truthful but you know it's important to get those truths out and you know just kind of bring it to the table that way it's out for everybody right so everybody knows we're communicating very clearly having those transparent conversations having those fierce conversations right so we can make sure we're moving forward with progression what it looks like and I love that you said that cuz I was asked that question is again if you're a newer to leadership or you're starting off or even if you are existing that's always the hardest thing to overcome but what's best for the teammate we have to have those difficult conversations yeah we have to lean in and then again it's actually best better off for everybody in the case right yeah adjusting the elephant in the room oh yeah well and can I add something else too because I think that question was such an important one our jobs as leaders is to create a safe space for our teammates to be able to come to us and tell us what's really going on and a lot of the time this is really hard for teammates to do because oh my gosh I'm gonna go to my boss and I'm gonna give my boss constructive feedback like how is that gonna go but we have to create that safe space to where if I'm working with Z and Z can say to me I need you to do this this would help me to be more productive and it's my job to provide that environment and respond in a positive way to that and say first of all thank you so much for telling me that secondly I will absolutely try to do that and please hold me accountable to that and so what you're saying about how it's difficult it's also how we as shared leaders and having those shared space have to make sure that we're creating that trusting and safe environment psychological safety if you will for our teammates to add to that layer right there are you know let's say for example there there are teammates maybe they're in a situation where they don't feel that psychological right it's having those what's giving me some safety nets or opportunities for teammates to be able to share in an anonymous way for them to get to support the help that they need not only them but the man the leaders right to bring awareness and be like and a lot of times maybe leaders aren't aware right they're just so focused they're running a hundred miles an hour that is actually most of the time what's happening is they don't have awareness there so when you give that to them they're like oh my gosh what so yeah yeah so awesome so let's go to the next one so building a framework so that's what we're currently at right now is like okay we understand right that there that you know matrix connectivity matrix organizations could be super complex it's not just your traditional matrix anymore there's so many and that's what we're finding out in our in our current project there's so many different types yep in environments and to unpack that but what in your experience you know where has it gone like what was it before and where is it now because it's definitely evolved right from it's just traditional it has and that's kind of what I was talking about before right when you look at matrix management it's been around forever like it's it's it's something that was put in place typically to serve clients so you have a client and then you have a leader to get a couple of different leaders one in solutions maybe one in sales and then they have people who dotted line and solid line to each of those people and then all of those people are like a pod and they serve the clients that's been around forever and so that's lovely but in those situations again you have one shared outcome and different roles and responsibilities to get to that shared outcome so the alignment there is absolutely critical to understand what that outcome needs to be absolutely critical but to make that successful just like with what we're talking about now you have to have all hands meetings team meetings one-on-one meetings and not just the dotted line or the solid line leader to the solid lines but the solid line leader to the dotted lines and everybody in between and what people say to me most often and we even had this conversation at Amplify is okay but we don't have time to do that and at the end of the day it is our responsibility as leaders to make that time because if there is anybody on that matrix organization who does not feel connected to that shared outcome that is when there's the breakdown in communication trust and let's be honest the breakdown in the results that the client is receiving now the shift is still that same thing but the teams are getting bigger like so if you even if you look at our global HR we have teammates in India and Manila and all over the UK and Europe in APEC we have teammates all over the place Canada use the US and their shared leadership everywhere and so we have to make sure that not only are we having those connection meetings those dotted lines but we need to be doing skips we need to make sure that everybody has that incredible clarity through leaders intense leadership philosophies understanding how people lead and how they lead differently so there's so many tools that we all teach that we need to really incorporate into this because now it's so much it's much more broad it's not just one client that we're serving it's every single but in our case it's every single teammate around the entire globe yeah and so it's so much bigger and there's so many more people that are involved in many different ways yeah so we went a little deep on the first question of you know kind of you know the breakdown in communication which can also lead to lack of trust and things like that let's kind of change the tempo and say you know what are some things that we can implement or do when incorporating these strategies of shared leadership how can we make this and fine-tune it into a strategy that we can effectively utilize within an organization or globally oh my goodness well so I think everything we've talked about so far definitely leads into that right so if we're looking at and you're asking for like tools and and like that kind of like strategies there so the connection process is huge right making sure we're giving feedback Z you talked about giving feedback if we don't feel comfortable doing it live we have start-stop continues we have 360s we have teammate pull surveys we have all of that so there's great ways for us to give that setting a leadership intent around create clarity is huge but holding people accountable recognizing people I think that at the end of the day to be successful with our strategy of shared leadership it's using all of the tools of being a great leader and I suppose and say you know a lot of times even leaders forget all the tools that are available of course all your tools yeah your resources and then of course we talk about constantly we have our leadership commitments and the tools that go along with them if you're not actively using them and understanding them then you know again your teammates are gonna be lost because like one leader is using them and talking about all these amazing tools where the other leader is like what are you talking about oh absolutely what do you mean red team right what's that yeah what's that I've never heard of it well so that brings up a really important point too and I did hit on a little bit before but I think that it's it it works it's worth mentioning again having the leaders connected in connection meetings is absolutely critical and I would say you know people are like we're so busy I can maybe do it once a quarter uh-uh no no no no no we've got to figure out a way to get together every other week if you are truly driving initiatives with a shared leadership team you have to meet more frequently you have to be available to one another and that's one of the biggest things with a global organization and shared leadership there's time zone issues and so you have to figure out how to be available to one another and support one another and at the end of the day always know that you're working together toward the same outcome yeah I mean I think about it like a GPS or like a compass right like if you're not having those constant connection meetings which we call it what are basically our one-on-ones is that you're gonna have people going off course and if you don't catch that early enough they're gonna be way off course and now that the pivot and take a long run absolutely long detour yeah to get back on track yeah so but there was some questions as well around this so great you know what are some common challenges on teammates so we kind of started talking a little yeah we hit on quite a bit of those but the one the questions that were asked and they're one of them tabbing I don't think it you kind of already started to talk about this but we're gonna go ahead and listen to one of them this is tabby one of our teammates she asked this question and in the session so my question does go back to that decision-making piece when it comes to shared leadership because I do have shared leadership with my teammate in India and time zones is a huge challenge for us so if she does have an emergency or something comes up I'm sleeping so how do you recommend dealing with those types of things or just creating kind of that expectation and decision-making that way all right Michelle so there is exactly what you just talked about tiny owns could be a challenge so what are your thoughts on that question okay so every single person if you're working globally and you're working within time zones has to have a contact in the other region so in the in the case of I'll just use tabby specifically because I understand her situation she has perinita who reports up through her but we have a phenomenal HR director a concha who perinita can go through so the most important thing because they do have shared leadership is for a concha to always know that she is that backup and to really set that expectation with one another and I think that once we do that that does create that safety so that they know who they can go to if there is an emergency or if something needs to be answered right away because if I'm sleeping I'm probably not gonna see that yeah right 100% so yeah totally for like you know exactly safety concerns or updates or whatever there's so many factors but even when it comes to like even career development opportunity absolutely hey there's a project that I just you know from our local office that came up you'll be great for you know committees yeah so many different TRG's I mean teammate research groups that we call so there's even more exposure more visibility when somebody there's local that you can assign them to and I certainly they're working on the same project but at least there's somebody there now you have somebody in that space I love that and you just brought up something so incredibly important that we did not talk about last time I think that one of the things that we really have to do is trust the other leader to do the right thing for the teammate and to not get ever like and this is hard this is hard in many situations never get into but that's my process or that's my program or that's my whatever instead of doing that making sure that you're constantly remembering that what we are doing is working toward a shared outcome that's what we are doing and so if Angela for example who I work very very closely within almost every matrix leadership that I have if she and I are sharing leadership always knowing that the decision that she's going to make is because she's taking into consideration everything she knows based on everything we talk about and so if I go in and I'm like nope ownership I'm sorry that's mine it's gonna get me nowhere right because she understands enough about what we're doing I understand enough about what she's doing to be able to make those decisions and to be able to work together to the best possible outcome and taking ego out of it and sometimes that's really hard to do because if you've run something for 10 years and somebody is like oh I have this idea and we're gonna do this it's like whoa what what what hey but it's taking that out of it and saying ooh you know what I actually really like that and allowing for that space to really collaborate and to figure out the best possible solution yeah and for clarity when you said Angela she's your counterpart or HR leader in Europe and she's in the UK yeah so she's amazing so and we have quite a few people actually that really dotted line up to her and then solid line into our team and then there's people on her team that we help support all the time as well so an incredible relationship I will say that I don't know if Angela will ever see this but it is probably my most favorite of like successful example of that that I have had because we've been working together not even officially but we're working together since 2017 yeah and really building those relationships and figuring out how to really operationalize these things to have the best possible outcome which actually goes to another point I just love when we have these episodes because it like branches out to another like I guess tip right is build those relationships even though you may not be working at any capacity yeah never know when you will right and you already you already did the framework of that trust exactly like oh my gosh I get to finally finally work with you Michelle and I get to work with you rich and that's already been established started from the beginning and building those deposits and so forth right that's a great tip and again I just came out of nowhere I know I love that I love when that happens so another tool that we're working on is a racey or how you pronounce it so it's responsibilities accountability consulting and inform yep having some some kind of clear right like these are the roles and responsibilities of the leader of the teammate of the matrix leader or the site leader right whatever that is by having those clear in the clear direction now it's like hey I need to take time off who do I notify absolutely notify your direct leader but also your matrix leader or your site leader absolutely reason those things are just you know you basically you know I don't know click clarify you know those situations when they come up you're just like I don't know where to go right here is the roles and responsibilities well and if we have team meetings it helps us to do that as well so if we have team meetings where so we have an HR executive meeting where all of my shared leaders are all on one call so we can talk about that and then we have our team meetings the where we have everybody on the call and then we have a leadership meeting as well so we have lots of connections in that way but I think there's a lot of best practices there that people can really focus on so when you're talking about time off with our team one of the biggest things that we do is you know obviously you've talked to your leader and let them know when you're gonna be gone but you put that meeting request on every single person's calendar on that team including the extended global team I don't think I've ever sent a meeting request without every single HR leader on it in addition to everybody on my team because then all of those shared leaders we've already talked about Angela and a conchia and there's a leader so many more every single person knows that I'll be out so they know that in that situation my team might be reaching out my dotted my solid lines might be reaching out to them directly even if they don't dotted line to them because they need support in one of the regions and it's just it works so well so there's a lot of little tips and tricks that work to make sure that everybody's on the same page yeah I mean what are your thoughts about another meeting another connection when you think of that you know at first it's like hey you know oh man another meeting over why yes yeah definitely overwhelming but you know it's one of those necessary points to create that clarity right you want it you want to go into any situation with clear expectations you know what you're supposed to be doing what everybody else's roles are that way you can operate smoothly and efficiently right so yeah and make sure that it's intentional you you know you do truly have a meeting where it's you're providing updates and you're keeping people informed and then I'm always gonna say this right if you are done and you're done you know everything's been addressed yeah maybe connect some more whatever but hey give people the gift of time oh absolutely it's every time I always talk about that time I know when like the best gift that you can give anybody in work is this time back yeah I just see people literally celebrate like a touchdown excitement exactly and can I just say one thing really quickly about what we were just talking about those human connections are the ways to build trust and respect and those are the ways that we can have accountability conversations fierce conversations goal conversations results conversations celebration conversations because we actually are taking that time if we don't have those connections we don't build those relationships and at the core of everything that inside is working on and everything we're doing are the people and the connection that they have to the people around them and to the results that they're driving yeah so we had one more question and again it fall in line exactly when it comes to those challenges that can come up so this is from Andre a sales rep so we'll go ahead and listen to his question and then we'll talk about it so what I'm finding is that for my teammates sometimes they feel like there's too many cooks in the kitchen right that's the biggest thing I see we work together our teammates work together different departments right but I'm you know whether it has to do with sales for us to do whatever it's just too many cooks in the kitchen sometimes I think the clarity is not there and I think that's something that I feel I need to work better at but I feel like I'm not there to make those decisions sometimes sometimes they're being made in in in engineering that's a rather than sales right and I don't even get to be part of that right so I'm having the difficulty like how do we inject myself in there and make sure that the team knows that we're gonna follow a same goal and that there is a unity and they understand that even if Shelley says something or somebody else says something that the focus is the same and the goal is the same right it might not be coming from me but as long as we understand that we're meeting that goal but they don't see it that way sometimes they see it as there's too many cooks in this kitchen I'm getting orders from everywhere all right so that was a great question from Andre again another a great example of some challenges that can come up so Michelle what are your thoughts well I think this goes back to making sure because they're talking about the leadership team being connected when he did ask that question one of the things you know I I didn't do a very good job of keeping my mic right in front of me because I had so many more clarifying questions for him and one of those was do you have those connection meetings with other leaders do you have a leadership team meeting and the answer was no and it came back to what we were just talking about the time the time is very very difficult everybody's super busy we have all of these different deliverables for our clients so how can we actually make that happen and one of the things that we talked about is doing them less frequently but making sure that those are always on the calendar and that you're building those relationships separately as well and talking through goals so if we know something big is coming up who is responsible to make that decision who is responsible for the impact of that decision and who needs to be involved in whether it's the process of actually making it happen or the actions or whatever it is how do we do that and so I think that it just I know that I keep saying it over and over and over again but it really comes back to relationship building and sometimes it's still going to happen no matter how connected you are there are times that something is going to happen a decision is going to be made and it's going to impact your team and you are not going to be involved and if that is the case the only thing that you can do in that situation is to reach out to that leader or those leaders and set up time and have a conversation of hey where was the breakdown what happened and really holding each other accountable for the breakdown of that process because nobody was doing anything out of bad intent most often right majority of the time we're not trying to do it because oh I'm gonna leave Z out of this one because I know he has a different opinion that's not how it typically goes it's just we're moving fast and so it's pulling everybody back in and saying okay when this happened here was the impact we need to make sure that doesn't happen again so how can we solve this together and it's really partnership because every team is gonna work differently but that partnership is absolutely critical yeah and I'm gonna tie in some technology now so leveraging our tools and technology now I mean we're in the era of our AI oh yeah and you know there's you know co-pilot now and these things like it's like understanding this technology and a lot of teams are already doing a good job with this if someone couldn't make the meeting the capturing of the notes the summarizing yes you can record the session but if someone can literally just go here here's a summary here the action items for each individual it's just like what it's amazing yeah and again I understand sometimes if you can't make it something came up let's you know we still need to connect let's connect but let's keep everybody in the loop always which is exactly the tool that's out there right now which is awesome all right cool we're gonna go with our final question and yeah yeah absolutely so I love the the illustration you gave with our US teammate working with an India teammate and how to leverage the two and that kind of rolls in nicely with our next topic of how we leverage shared leadership to expand our organizationally globally you know and and what the impacts of that are what are some you know maybe best practices or some staples that absolutely need to be you know key for critical implementation yeah I think clarity around goals is absolutely key we have you know our goal process we have it in MTC some people use it some don't some use one note some use spreadsheets some you whatever it is but I think at the end of the day the goal is to have the goal is to have the goal that everybody's working toward and I think that's best practice to make sure everybody actually understands it and everybody understands that outcome so that's huge but I think the rest of it goes back to what we've talked about already being willing to hold people accountable being willing to have those connection meetings using recognized to celebrate the shared matrixed team and recognizing everybody not just your solid lines I think that's one of the biggest things that we run into with a breakdown of trust is that well yeah that leader just saw their team and the people that officially report to them but our team over here that started line to them we didn't get recognized for that and we were just as involved and so making sure that again it goes back to consideration making sure that you are considering who made the impact who was involved and who needs to have all that information and keeping that there holding people accountable to the goals looking at leaders intent making sure that you have those so everybody's on the same page I cannot stress enough the leadership philosophy when you have two different leaders who have responsibility for the same teammates in different ways understanding how they lead similarly and understanding how they lead differently and those conversations with your teammates are really really important because I might be a we have connection meetings every single week we talk through every single thing you're working on and let's go to your goals and let's celebrate the good stuff and blah blah blah and the other leader might be we're gonna meet once a month and we're going to do like a performance management thing and we're gonna pull up your goals and we're you know it if it's different like that our teammates have to understand what we're doing so that there's never a surprise and they can still build those relationships within different ways of leading yeah no again those those are all great and just to clarify for those that are listening outside of insight MTC is our platform to oh sorry performance management or to manage team you know to manage goals and so on yeah it houses all of our team and information so but okay well Michelle those are again great examples and I think just before we go to our final summary wrap-up what what does a perfect world look like when you know if we finally know like hey we have we have it together oh my god as a team organization like well how paint that picture for me what's a perfect world in the connective that's your leadership really hard question it's a really hard question because it's really everything that that I said but I'm a people person as you all know most of you know and everything's about the people so I think that when everybody feels as if they are a part of that outcome that's a perfect world things can still break we can still have to hold people accountable we can still have conflict we can still have fierce conversations but if I feel like I'm involved in something bigger we've succeeded it's perfect Mike drop moment yeah we have nothing else to say no no I mean I really like the the connectivity being you know just keeping everybody in the loop right you know making sure everybody has the same understanding that we're tracking towards the common goal right so that in itself you know building trust the small things about you know communicating and over communicating to be able to build that trust which is just a foundational level you know it sets up that foundation for just the next steps and to keep progressing and to make your team stronger the future looks bright in your future looks bright in the connective share leadership world Michelle any final thoughts any final advice to close out no I think that the big thing is is just communicate communicate communicate build trust with your teammates and the leaders around you and don't be afraid to say what you think and make it hearable be respectful and be very very open to other people's thoughts and when they're being respectful and making it hearable even if it is constructive I think that that's the best possible way that we can continue to be effective in a shared leadership space because there's lots of different opinions out there and different ways that we can do things and we have to be really really willing to come together to make that happen and I purposely roll up my sleeves today cuz I say just roll up your sleeves they're ready to engage in those conversations if you ignore it if you don't actively engage in it it's nothing's ever gonna happen it's actually gonna get it gonna get worse because nobody is having those true difficult conversations that need to happen and ultimately as a leader we have a responsibility to help not only our team grow our organization and grow but also just you know overall responsibility to make sure that we're there right to be that that compass that that GPS whatever it is to make sure that we're heading on the right direction accomplish those goals so in today's episode we've discussed how shared leadership with the framework of matrix management has helped us find a different approach to leadership and teamwork you know great pieces of information here I'm sure we could have gone for another half hour in this episode easily so thank you all for tuning in and if you enjoyed today's content please hit the like button be sure to turn on your notifications and subscribe to Leading With Insight thank you all for joining us and until next time.
Host
Z Tinoco is a diversity, leadership & organization development manager who believes in building teams, inspiring minds and creating authentic connections. He helps people reach their goals and find success through humor, leadership and a diverse mindset.
Co-host (2023 - July 2024)
Richard is an experienced paid media specialist with a proven track record of creating and executing successful campaigns across various platforms. Richard has a passion for tackling new challenges, connecting with people and loves all things tech.
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