Podcasts about matrixed

Picture yourself effortlessly managing multiple tasks in a complex organization—it's exactly what our latest episode is all about. We're here to equip you with the essential strategies needed to handle the challenges of a matrix structure with ease. Join us as we explore how to effectively communicate with different bosses and strike a balance between project work and your daily responsibilities. We'll dive deep into the significance of clear communication and how it can benefit you, helping you leverage teamwork and collaboration while avoiding stress and burnout. Whether you're a seasoned pro or just starting out in the matrix environment, this episode serves as your guide to not only finding balance but also achieving long-term career satisfaction and success.Episode highlights:(2:03) Definition of a matrix organization and its significance in today's corporate landscape(4:38) Benefits of working in a matrix organization, including cross-functional collaboration and skill diversification(9:12) Challenges of matrix management, such as dual reporting lines and unclear project boundaries(17:54) Strategies for influencing without authority and fostering teamwork in a matrix setting(23:35) Importance of emotional intelligence in effective leadership within a matrix organization(28:18) Reminder to seek alignment in career choices and organizational culture(30:21) Outro---Thank you for tuning in. We publish an episode weekly, so subscribe to get notified. Watch our episodes on YouTube as well; head on over to https://youtube.com/@OptimizedCareerSolutions. To learn more, reach us at the following links: Website: www.optimizedcareersolutions.com Kara's LinkedIn: www.linkedin.com/in/karadennisonsphr Jack's Linkedin: www.linkedin.com/in/jackrdennison IG: @optimizedcareersolutions Tiktok: @karadennisonsphr

We've all been there. We need someone to do something we need them to do. That is, they don't need to do it. We need them to do it for us. It might be for us individually or for the greater good. It makes no diff what your title is, what your job is, whether you're the boss, or, more likely, not the boss. You'll probably find yourself in this situation, well, for the rest of your work life. Matrixed organization anyone? No direct reports? Help from a business partner? Someone who just happens to work for one of the other seven groups contributing to this massive project? Any which way, you need to persuade them. Good news. I've got a 9-minuter on exactly how to do this. Join me today for a podcast on how to influence without authority! If you'd like to build a great career and lead a rewarding life, check out some of these other places where I share my teachings: 1. Check out the milewalk Academy, my coaching and training site, for freemiums and premiums. 2. I have hundreds of educational and inspirational videos on my YouTube Channel. 3. Grab any of my three books related to interviewing, hiring, and goal setting. All can be found on my Amazon Author Page. 4. Follow me on Instagram, LinkedIn, and Twitter. 5. Stay in touch with me in your email inbox by joining my newsletter here! --Andy

It is an irony that in the most technologically advanced era, the human dimension is so much more critical to success in business.  When I was first entering business, the boss knew every aspect of the company and knew it better than everyone else. Education was working on the basis of limited access to information, so a lot of memorization was required.  An entrepreneur was a rare bird in those days.  A mainframe computer was huge and housed in it's own hermetically sealed environment. Only a select few had access to the machine itself or the computations it was possible of.  A telex machine, something the size of a washing machine today, sat in a corner of the floor spitting out large sheets of paper with perforated edges, as a means of semi-automatic communication.  All the eligible young women sat in the typing pool on their own floor, so any excuse which could be found to head down there was a major opportunity to be seized.   A lot has changed, but the importance of human to human relations, has only become more vital.  Sexual harassment, the #MeToo movement, power harassment etc., have become part and parcel of the dividing lines around what is acceptable boss behaviour.  Work and non-work have become blurred.  Once upon a time, a boss would never dream of discussing an employee's private aspirations.  Today, the boss is expected to take an active interest in what the staff want, when they want it and how they want it.   All of this means that the communication skills of the bosses have become so much more vital.  One of the problems though is that the tried and true usual boss route to the top, has been to claim all of the successes as their own genius ideas and lay the blame for the failures at the feet of their “incompetent” staff.  Staff who were smarter than the boss were seen as competitors for the incumbent's job, so getting rid of them early was favoured.  That won't fly today.  The boss has to become an engine of staff development, populating the organisation with talent, so that the boss can move up and be given bigger jobs.   Matrixed organisations means you might be the President of the operation in Japan, but with hardly any people directly reporting to you and so much dotted line stuff going on, it looks like a pirate map to the buried treasure trove.  In this modern era, the power to control has been replaced by the power of persuasion and coordination.  Fine, but are the modern bosses preparing well enough for these realities, by really working on their communication and persuasion skills?   In the cut throat world of professional sports, the successful coaches make a lot of extra money be giving talks on how they have managed to be so successful.  A common thread is usually their ability to understand the individual motivations and aspirations of their team members and coach them accordingly, so that they achieve their individual and team goals.  How many bosses in business are proactively doing this?    Often the will may be there, but not the time to invest in their people.  The bosses do a “once over lightly” job on this front and are not really effective in building the trust with the team.  To really understand the direct reports needs requires a lot of time to be invested yet the reality of modern business conspires to make this very difficult.  I have had a mobile phone for many years, recalling the brick sized models that were then a rarity.  Today they are light weight, small, powerful and ubiquitous, but do I have more time as a result, to invest in getting to know my team better?  I would say I have become progressively busier each year in proportion to how much the phone has shrunk and the technology has improved.    “Our key assets go down the elevator every night”, is a clever reflection on the modern reality that our people are the key to our success.  People really do make a difference.  If we have the right people, on the right bus and in the right seats, we are well on our way to getting a one up on our competitors.  If we have great teamwork and have crushed all attempts at having politics in our organisation, we are really sprinting ahead of many firms.  If the boss is well organised and is spending quality one on one time, with the key people, then a big moat is being dug around the company.   Is any of this easy?  No.  That is why it has so much potential for clever bosses to steal a march on rivals and to outperform their targets.  Moving the focus from the tech to the people is a very good start.  A sustained effort here will pay huge dividends.  Will this be a year with these goals firmly in mind or another lost year?  If the people are the key, precisely when will your boss schedule reflect that fact?  This is the reality.  The time has either been allocated in the schedule or it hasn't.  Forget about all the flowery words, the lofty rhetoric, the ardent commitments – are the slots in the diary or not?  This is the boss challenge this year – master the time allocation required, so that you can get the people focus right or else!    

Key takeaways: Gap analysis to forecast data pipeline needs Work backward from the end-user point of view Every system has to have some human involvement Going beyond the initial scope of work to learn about a new industry Working with stakeholders to help them understand what goes into getting analytics to them Meet: Trenton Huey is the Director of Data at Vida Health, which provides access to therapists, registered dietitians, and health coaches for mental and physical health conditions. His team drives innovation, clinical outcomes, and business growth through machine learning, AI, and reporting and analytics. If you have any questions for Trenton, please feel free to reach out via: https://www.linkedin.com/in/trentonhuey/ I hope you enjoyed the episode, the best place to connect with me is on Linkedin - https://www.linkedin.com/in/amirbormand (Amir Bormand). Please send me a message if you would like me to cover certain topics with future guests.

Dr. Bruce Gewertz is the Surgeon-in-Chief, Chair of the Department of Surgery, Vice Dean of Academic Affairs, and Vice President of Interventional Services at Cedars-Sinai Health System in Los Angeles. Under his leadership at Cedars-Sinai, Dr. Gewertz has added to the Department of Surgery’s academic stature by targeted recruitments across all specialties, more than doubling clinical revenues and expanding the clinical faculty by more than 50%. Most recently, he led a $4 million multi-institutional research project integrating human performance and technology funded by the Department of Defense. Before Cedars-Sinai, Dr. Gewertz was on the faculty at the University of Chicago for 25 years and served as the Dallas B. Phemister Professor and Chair of the Department of Surgery from 1992 until 2006. Dr. Gewertz is the author of more than 200 original articles, books, and chapters and has won multiple awards, including Outstanding Science Alumnus of Pennsylvania State University in 2003 and Alumni Fellow in 2009. In this episode… Doctors have long been seen as the ultimate authority when it comes to a patient’s care. However, as medicine continues to advance, the healthcare system has become increasingly focused on the importance of a team-oriented organization. Dr. Bruce Gewertz, the Surgeon-in-Chief and Chair of the Department of Surgery at Cedars-Sinai, believes that what makes a physician successful isn’t necessarily how authoritative they are, but their ability to bring out the best in their team. With Dov, Dr. Gewertz discusses the modern patient experience and how a physician’s role as a leader has changed over time. He addresses the challenges of building a team-oriented culture in the healthcare system. Additionally, you’ll hear about the importance of taking pride in your team and the common values that team members should share.  Join Dr. Bruce Gewertz, the Surgeon-in-Chief and Chair of the Department of Surgery at Cedars-Sinai in Los Angeles, and Dov Pollack in this episode of the Next Wave Leadership Podcast. Dr. Gewertz provides his insights into leadership and how a physician develops their team. He also talks about focusing on group success versus individual success, the value of building relationships with the people you work with, and how to deal with failure.

Hearts vs Spades Project Management Recalcitrant employees Working with unions Why did we move to a matrix management model? TQM, self-managed teams, self-directed teams Change management Having power over others Team charters and project charters Hierarchical management Responsibility and accountability De-risking the situation and blaming others Not seeing your manager for months Holocracy Customer reviews are all BS Sushi in the desert, and at gas stations Cheesecake Factory and food poisoning Eating Durian Adventurous eating Most vegetarian food is pumped with unhealthy stuff Next week: Are They Banning Fun?

In a small organization, communications and marketing might be the same person or team. As a company grows marketing and advertising might reside under one leader, while communications reside under another leader. Communications might prioritize public policy, issue management, earned media and brand reputation. Marketing and advertising might be focused on brand awareness, sales revenue, customer relationship management, and conquest sales. How do you stay integrated when you’re matrixed differently and reside in different locations? ----more---- About Nathan's Guest: Whitney Drake, Senior Manager of GM Brand & Story Bureau at General Motors Teaches IMC 610 - Introduction to IMC Whitney Drake has created compelling activations around some of the world’s largest events, including the Super Bowl, American Idol, SXSW and Warriors in Pink. Whitney Drake currently manages the story bureau and analytics team within communications at General Motors. Prior to this role, Drake oversaw enterprise-wide customer experience strategy and operations for GM’s Global Social Media Center of Expertise. Before GM, Drake led digital and social media efforts for several agencies and her clients included Pure Michigan, T-Mobile, Children’s Place, and Budweiser among others. She also worked for Procter & Gamble and Ford Motor Company. Drake has 20 years of experience counseling clients in public relations, social media, and integrated communications, both inside and outside the automotive industry, and has created unique and compelling activations around some of the world’s largest events, including the Super Bowl, American Idol, SXSW and Warriors in Pink. She has also shared her insights at notable conferences such as Social Media Marketing World 2016, Oracle Open World and the Incite Customer Care summit. Drake teaches IMC 610 at West Virginia University and is an adjunct instructor of social media in the department of communication at Wayne State University. She holds a Bachelor of Arts in communication from Michigan State University and a Master of Science in integrated marketing communications from West Virginia University.  ___________________________________________ WVU Marketing Communications Today is hosted by Michael Lynch from West Virginia University which is a program on the Funnel Radio Channel.     

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq.Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development.On a recent Called to Coach, we spoke with Dr. Jim Harter, Chief Scientist of Workplace Management and Wellbeing for Gallup’s workplace management practice, and Adam Hickman, a Learning Design Consultant at Gallup about workplace engagement and the role of managers in employee engagement, and how Strengths Coaches can change the workplace through their coaching of managers.

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq. Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development. On a recent Called to Coach, we spoke with Dr. Jim Harter, Chief Scientist of Workplace Management and Wellbeing for Gallup’s workplace management practice, and Adam Hickman, a Learning Design Consultant at Gallup about workplace engagement and the role of managers in employee engagement, and how Strengths Coaches can change the workplace through their coaching of managers.

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq.Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development.On a recent Called to Coach, we spoke with Dr. Jim Harter, Chief Scientist of Workplace Management and Wellbeing for Gallup’s workplace management practice, and Adam Hickman, a Learning Design Consultant at Gallup about workplace engagement and the role of managers in employee engagement, and how Strengths Coaches can change the workplace through their coaching of managers.

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq. Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development. On a recent Called to Coach, we spoke with Dr. Jim Harter, Chief Scientist of Workplace Management and Wellbeing for Gallup's workplace management practice, and Adam Hickman, a Learning Design Consultant at Gallup about workplace engagement and the role of managers in employee engagement, and how Strengths Coaches can change the workplace through their coaching of managers.

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq.Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development.On this special edition of Called to Coach, we will spend time investigating the experiential, emotional and empirical aspects of each element of Gallup's Q12 engagement instrument and learning how it increases the power of our coaching as a primary driver of success. This series will be hosted by Dr. Mike McDonald, Senior Workplace Consultant at Gallup, who started at Gallup in 1990 as a manager/team leader and has had a variety of roles but has always led a team. One of his primary concerns for managers is one that he’s experienced himself: How many well-intentioned team leaders are there who are working really hard but don’t have any coaching or context about engagement and how do they lead to engagement through their strengths?In this session, Mike talks about Q05 -- "My supervisor, or someone at work, seems to care about me as a person."

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq. Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development. On this special edition of Called to Coach, we will spend time investigating the experiential, emotional and empirical aspects of each element of Gallup's Q12 engagement instrument and learning how it increases the power of our coaching as a primary driver of success. This series will be hosted by Dr. Mike McDonald, Senior Workplace Consultant at Gallup, who started at Gallup in 1990 as a manager/team leader and has had a variety of roles but has always led a team. One of his primary concerns for managers is one that he's experienced himself: How many well-intentioned team leaders are there who are working really hard but don't have any coaching or context about engagement and how do they lead to engagement through their strengths? In this session, Mike talks about Q05 -- "My supervisor, or someone at work, seems to care about me as a person."

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq.Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development.On this special edition of Called to Coach, we will spend time investigating the experiential, emotional and empirical aspects of each element of Gallup's Q12 engagement instrument and learning how it increases the power of our coaching as a primary driver of success. This series will be hosted by Dr. Mike McDonald, Senior Workplace Consultant at Gallup, who started at Gallup in 1990 as a manager/team leader and has had a variety of roles but has always led a team. One of his primary concerns for managers is one that he’s experienced himself: How many well-intentioned team leaders are there who are working really hard but don’t have any coaching or context about engagement and how do they lead to engagement through their strengths?In this session, Mike talks about Q05 -- "My supervisor, or someone at work, seems to care about me as a person."

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq. Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development. On this special edition of Called to Coach, we will spend time investigating the experiential, emotional and empirical aspects of each element of Gallup's Q12 engagement instrument and learning how it increases the power of our coaching as a primary driver of success. This series will be hosted by Dr. Mike McDonald, Senior Workplace Consultant at Gallup, who started at Gallup in 1990 as a manager/team leader and has had a variety of roles but has always led a team. One of his primary concerns for managers is one that he’s experienced himself: How many well-intentioned team leaders are there who are working really hard but don’t have any coaching or context about engagement and how do they lead to engagement through their strengths? In this session, Mike talks about Q05 -- "My supervisor, or someone at work, seems to care about me as a person."

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq.Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development.On this special edition of Called to Coach, we will spend time investigating the experiential, emotional and empirical aspects of each element of Gallup's Q12 engagement instrument and learning how it increases the power of our coaching as a primary driver of success. This series will be hosted by Dr. Mike McDonald, Senior Workplace Consultant at Gallup, who started at Gallup in 1990 as a manager/team leader and has had a variety of roles but has always led a team. One of his primary concerns for managers is one that he’s experienced himself: How many well-intentioned team leaders are there who are working really hard but don’t have any coaching or context about engagement and how do they lead to engagement through their strengths?In this session, Mike talks about Q02 -- "I have the materials and equipment I need to do my work right."

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq.Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development.On this special edition of Called to Coach, we will spend time investigating the experiential, emotional and empirical aspects of each element of Gallup's Q12 engagement instrument and learning how it increases the power of our coaching as a primary driver of success. This series will be hosted by Dr. Mike McDonald, Senior Workplace Consultant at Gallup, who started at Gallup in 1990 as a manager/team leader and has had a variety of roles but has always led a team. One of his primary concerns for managers is one that he’s experienced himself: How many well-intentioned team leaders are there who are working really hard but don’t have any coaching or context about engagement and how do they lead to engagement through their strengths?In this session, Mike talks about Q02 -- "I have the materials and equipment I need to do my work right."

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq. Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development. On this special edition of Called to Coach, we will spend time investigating the experiential, emotional and empirical aspects of each element of Gallup's Q12 engagement instrument and learning how it increases the power of our coaching as a primary driver of success. This series will be hosted by Dr. Mike McDonald, Senior Workplace Consultant at Gallup, who started at Gallup in 1990 as a manager/team leader and has had a variety of roles but has always led a team. One of his primary concerns for managers is one that he's experienced himself: How many well-intentioned team leaders are there who are working really hard but don't have any coaching or context about engagement and how do they lead to engagement through their strengths? In this session, Mike talks about Q02 -- "I have the materials and equipment I need to do my work right."

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq. Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development. On this special edition of Called to Coach, we will spend time investigating the experiential, emotional and empirical aspects of each element of Gallup's Q12 engagement instrument and learning how it increases the power of our coaching as a primary driver of success. This series will be hosted by Dr. Mike McDonald, Senior Workplace Consultant at Gallup, who started at Gallup in 1990 as a manager/team leader and has had a variety of roles but has always led a team. One of his primary concerns for managers is one that he’s experienced himself: How many well-intentioned team leaders are there who are working really hard but don’t have any coaching or context about engagement and how do they lead to engagement through their strengths? In this session, Mike talks about Q02 -- "I have the materials and equipment I need to do my work right."

this midweek on the adamant podcast i talk about getting stuck in my head, & papa john schnatter and how awesome his name is. follow me everywhere w/ @adamconniesr.

Our adventurers decide that now is the time to escape. How do they manage? Surprisingly well, actually. But that doesn't stop them from making a few stupid moves. Listen on the edge of your seat as Jelly forces their hand, Skumk fiddles with keys, and Coen ruins everything.

Our adventurers decide that now is the time to escape. How do they manage? Surprisingly well, actually. But that doesn't stop them from making a few stupid moves. Listen on the edge of your seat as Jelly forces their hand, Skumk fiddles with keys, and Coen ruins everything.

The last 3 chapters y'all! Ivan and Red take it to the back cover talking about Elmar and his princess, Tyrion gets Matrixed, Tysha makes a comeback, fire fights back, Alvie Singer, Railroad hates the Eagle(s), third eye twenty twenty, Rickon being cast aside, and more. A great end to a long book. I&R are taking a week off for the Thanksgiving, but let them know what you want to hear from them when they come back! WYSBW? ASOIAF short stories? Miriam-Webster fan faction? Let us know at boarsgoreandswords@gmail.com!