Dual reporting structures have a legitimate place in certain organizations. They are best served when you have corporate and divisional responsibilities or are trying to align functions more organically to build synergy vertically as well as horizontally. Some organizations, however, misuse the dual reporting structure to compensate for a lack of clarity among roles and responsibilities, and many bosses and employees find that the work demands resulting from a dual reporting structure can be overwhelming. To be successful, dual reports need to be able to manage their situation so that they can reap the benefits while minimizing the risks.
The main benefits of being a dual reporting employee are:
While there are certainly benefits with a dual reporting structure, there can be risks as well. The most common to be aware of are:
Whether you manage a dual report or are a dual report, the following tips can help ensure your success.
If you are being hired into this organizational structure, make sure you know what the situation is and that the alignment makes sense for the company and the role. If you are being evolved into a new dual reporting situation in your current company, be sure to consult your human resources office to help guide you through the process. Don’t assume your supervisors have had prior experience in these situations. They most likely will need some support and education themselves. The objective across the teams should be to put you in the most optimal position to address the company’s ultimate goals while avoiding short-term conflicts and personal friction. It may be tricky to manage and master, but when done right, dual reporting can be stronger and more effective for everyone involved.
This article originally was published on SharpHeels.
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