I’ve had both positive and challenging experiences managing teams across matrix organizations. My most effective approach and advice to my team is that building relationships with all stakeholders in the organization is the strongest tool in your toolbox. In Matrix organizations, there are generally centralized functional experts and location-based leaders. Depending on the organizations philosophy, there is usually a solid line and a dotted line and which position has which reporting structure differs. One manager will have responsibility for results but limited authority. When conflicts arise, team members may play politics and deny a request from the dotted line manager based on the solid line manager’s opposing direction. This is where relationships are crucial. The two managers who share oversight for the employee need to be on the same page and find a way to reach consensus. More importantly, effective matrix structures work best when these guidelines are communicated from day one and the team is cautioned that pitting their managers against each other will not be tolerated and set a zero tolerance for this behavior. If they do not see a cohesive relationship and collaboration, it will send the message that if Mom says no, ask dad ( excuse the expression). If there is not collaboration, performance, productivity and outcomes will suffer. Since organizations are often changing structures and reorganizing, having respectful and collaborative relationships with all members of the organization is my advice to anyone working within this structure. Just my experience and opinion