What tools do you, as a leader, employ to ensure clarity, direction, and accountability?
You’ve probably heard the phrase: Too many chefs in the kitchen, not enough cooks. But what does it really mean?
Earlier this week I observed an interesting group strategic planning discussion. Throughout the meeting every leader in the room raised their hand as a “responsible party.” Translated, this meant their name is prominently listed on the project leadership chart to be shared with the CEO.
After the meeting, my client groaned, “Well, this means absolutely nothing will get done.”
Curious, I asked for more information, since I viewed it as a good sign that senior leadership was engaged in the process, to the point they were willing to have their name attached to each initiative. She explained that was exactly the problem. They simply wanted to be listed as “responsible” but they didn’t see themselves as “accountable.”
My follow-up question: “So, who is accountable?”
Her glum response: “No one.”
Oooof.
When I mentioned the concept of a RACI (Responsible, Accountable, Consulted, Informed) exercise she laughed and shared they hadn’t done one in over five years. Apparently, the concept has been deemed archaic. But is it? As we talked through how the strategic planning exercise might have played out if a RACI had been employed, a smile and wave of relief washed over her face. This would clearly be a game changer
After the conversation I couldn’t help but wonder why useful concepts like a RACI get tossed aside. Or they get stamped with a disclaimer or brand that it’s only to be used by a project manager, or only on specific types of projects.
Why do we ridicule tools that will provide clarity, direction, and ensure everyone is singing from the same song sheet? While I’m not a stickler for detailed plans and spreadsheets, I sure do like to provide clear direction. Who doesn’t?
What other tools have we potentially discarded in recent years that would make for a clearer, calmer workplace? Remember, it’s the leader’s role to create the vision, establish the strategy, advocate for the plans, and support the work.
