Our company is a small professional corporation of 15, with two principals, and a nice mix of seasoned pros and young pros in their twenties. Job assignments are fluid, the hierarchy is relatively flat, we all work together in one room. If you will: a project-based matrix organization where small teams work on projects of various sizes with overlapping deadlines lead by one or the other of the principals. Since most of our employees work on more than one project, they report to more than one team leader.
I see the value in a weekly O3 with everyone and am very eager to formalize the process. The trouble is the multiple-leader problem. How have other organizations dealt with this? (Ha! I'm thinking the Manager Tools team might have the same dilemma: two bosses, one or two directs.)
All the possible scenarios seem wrong on some level: obviously we can't have two bosses in a O3. Doesn't seem right to inflict two O3's per week on our directs, one with each principal. Neither does the idea of just one of the principals formalizing O3's but not the other - although I suppose that might be the answer here. My fallback so far has been to make up for the lack of O3 structure though lots of MBWA with those on and off my teams, above and beyond our drumbeat team meetings.
I've searched the forums for insights - and have found some posts about O3's in a matrix environment, but nothing that seems directly applicable to our situation.