Now that we've look at goals lets talk about another important foundation for
team success, clear roles.
A person's role is who they are and what they're responsibilities are in a team.
Think of a basketball team, you have a center, the player who
protects the area right around the rim and grabs rebounds from his shots.
This rule is very different from the point guard, who stands away from the basket and
is usually the one setting up other players for open shots.
For the basketball team to play well, the center and
the point guard both need to be clear on their roles
otherwise they might both crowd the key, or argue over who's controlling the ball.
If goals answer the question, why are we working together?
Roles answer the question, what do we do?
When roles aren't clear, they lead to overlapping work, confusion and
important tasks being dropped.
Take the example of a financial services company I advised.
This was a business that had grown from being just a small startup with less than
50 people, to a company with several hundred employees.
This was a real challenge for the leadership team.
Their work became a lot more complex and hard to manage.
We got to the heart of the problem when, in a meeting, we looked at one
of their most important projects, which was creating a new website.
While they all agreed that getting this new site ready was really critical for
the business, they were still falling behind schedule.
I asked the team to identify the people responsible for this project and
they were surprised when they heard lots of different answers.
In fact ,one person who said they were responsible for
the website, was the only one in the room who thought so.
If nobody knew who was really in charge of the project,
it's no wonder it was getting delayed.
The point is, its important to define really clear roles for
each person on a team.
One way to do this is to use what's called a RACI matrix.
To create a RACI matrix, list all the projects or tasks your team is working on.
Write those projects across the top of the matrix and
list the names of each person on your team on the left hand side.
In each box you'll write the letter r, a, c, or i.
R stands for responsible.
This is a person who is directly involved and actually doing the task or
carrying out the project.
A means accountable.
The accountable person delegates work to those who are responsible.
She approves any major decisions and
is also the person who makes sure everything is on track.
C stands for consulted.
Someone who is consulted is not involved in actually carrying out the task,
they give advice and ideas as needed.
Oftentimes this is someone who's an expert or
has a lot of experience with the type of work involved in the project.
I stands for informed.
This is someone who just needs to be kept up to date on what's happening with a task
but doesn't have any other involvement.
For each task or project in your matrix, go down the list of team members, and
decide whether they are responsible for the task, accountable for
the results, someone who needs to be consulted for advice, or
someone who can just be informed about your progress.
If you fill this out with your team,
it can be a good way to clear up any confusion about who is doing what.
I used a RACI matrix with the financial services firm to help uncover
the misunderstandings about who was actually responsible for their website.
Another important question to ask is, whether roles are interdependent.
Interdependent means you rely on someone else to get your work done,
you can't just do it yourself.
Without interdependence there's no reason for team to exist.
If each person on the team can fulfil their rules without support from
each other.
You might asked what are you need the team in the first place.
In the example I gave of creating website, the person whose designing it might need
to talk to colleagues and different parts of the company
to get important information that needs to be displayed online.
Maybe they have to work with others to write customer testimonials for
the homepage, for example.
The important thing in general is to ask,
who else do I need to work with to get this done?
To summarize, high performing teams need roles that are clearly defined and
interdependent.
The RACI matrix is one useful tool for creating roles, but whatever tool or
framework you use, the most important tool is to make sure you have the conversation.
Next, we'll turn to the third foundation for team success good norms.
Derek Newberry, Ph.D.Lecturer
Dr. Aviva LegattAffiliated Faculty
