Public sector work is complex and requires collaboration across a multitude of internal and external stakeholders. But when roles are poorly defined and it’s not clear who staff can rely on for decisions, the collaborative work environment can lead to confusion, often resulting in chaos and inefficiencies. If everyone is responsible, truly, no one is!
Why should leaders take the time to define roles?
Clearly defined roles reduce duplication of effort and enable better decision-making. For example, in cross-departmental projects, roles often overlap, and it can be unclear who is making decisions. This is further exacerbated by the involvement of multiple executive staff from the Chief Executive’s office. Staff know when responsibility is not delegated, and the effects of overreliance on the Chief to approve tasks, memos and policies can leave everyone frustrated: both the staff member who can’t get their work completed and the executive who feels the weight of having to approve and oversee too many things.
We have seen too often how ambiguity of roles leads to territorial disputes, unhealthy competition, and blame-shifting. Role clarity helps team members identify what responsibilities each of them is accountable for. This supports performance evaluations and organizational learning. When everyone knows their lane, it is easier to align daily operations with broader organizational goals.
Role clarity also enhances leadership focus and allows the executive to focus on strategic leadership, external relationships, and high-level decisions, rather than getting mired in operational issues that should be delegated.
Defining roles and staying true to them requires discipline and patience from the executive leader. Staff may require time to craft thoughtful solutions, but staying consistent with responsibility areas is critical in the long term.
What can you do to ensure role clarity and effective decision making?
A key first step is to clearly define portfolios of work. For example, although an org chart may show all department heads reporting directly to the City Manager or General Manager, distinct portfolios can be established for the Assistant and Deputy executives in the Chief Executive Office.
There is nothing more confusing than when department heads receive conflicting direction from the executive officer and their team’s leader. This creates issues on so many levels. One simple way to avoid this confusion is to explicitly document the areas of accountability for each Assistant and Deputy. This mitigates the “too many chefs in the kitchen” scenario and provides clarity to department heads.
A great way to clarify roles and improve decision making throughout the organization is to use a project management tool such as a RACI framework.
- Responsible (R): The person who actually completes the task. At times, several people may be responsible.
- Accountable (A): The person ultimately answerable for the correct and thorough completion of the task. Only one A can be assigned per task.
- Consulted (C): People whose opinions are sought, typically subject matter experts.
- Informed (I): People who are kept up to date on progress or decisions but are not directly involved in the work.
A RACI framework can be used to map roles and responsibilities and can be adapted to a complex project, program, or to a work unit.
- As a chief executive, you can use this framework with your executive leadership team.
- As a department head, you can use this with your senior leadership team.
- As a project manager you can use it for a complex capital improvement program.
In order to stay relevant, the RACI matrix will need to be updated annually, at a minimum. Be sure to update your RACI matrix after key leadership transitions.
Ashwini Kantak is a seasoned public sector manager with over two decades of executive experience in general management, organizational development, emergency management, financial sustainability, human resources, technology solutions, capital improvement programs, utilities, environmental sustainability, economic development, and affordable housing.
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