Developing an accountability framework
TYPE: GUIDED EXERCISE
It is important to have clarity on where accountability lies between co-leads. This exercise sets out a process to complete an accountability framework that should become a living document and should be clearly communicated to staff. It should be completed by co-leads together.
Individually
Reflect individually on the following prompt questions, writing responses on post-its/stickies (real or virtual). Try to capture one idea per post-it so it is easy to group them with your co-lead(s) responses.
Begin with your TORs / Job Descriptions.
What areas of work does each co-lead hold individually? What functions will you deliver as co-leads together? Are there any grey areas or gaps that require further discussion? Write down each area of work or function in the template. Begin with a brainstorm and complete the template once you have talked through all the areas.
Reflect back on your professional development goals.
What is an area that you each would like to grow in? Is there an area of work or function that lends itself well to you each leading it?
Aside from core responsibilities, what other functions or areas of work would benefit from shared accountability
e.g. HR, finance, operations, staff care and wellbeing. These each still require a manager who is responsible for them.
Looking through the list of areas of work or functions, where does decision-making lie?
Who does or should this sit with (including managers)? Which decisions should you make together as co-leads and which could you make individually, while keeping your co-lead(s) informed?
You can use a RACI template in Google Sheets or you could easily create one in Mural, Miro or Word, depending on what works best for you and your co-lead(s). You may wish to start with open brainstorming to respond to the questions and collect ideas, and then use the template or something similar to organise it after.
Power sharing across the organisation
It is important that any discussions that are had on where power lies, and how decisions are made, are also agreed with relevant staff members e.g. managers who might also have decision-making power, direct reports who will be seeking input and approval. Whatever template or chart you use, make sure you complete it with relevant staff once you have agreed overall accountabilities. It should then be communicated to the broader organisation. Be clear on what the categories mean e.g. accountable = overall sign off.
Does this make sense to them? Do they have any questions or concerns? Thinking about their own work and responsibilities, are they clear about accountability lines? Does this help the organisation to develop its capacity to share power in clear and intentional ways?
Embracing risk together
Co-leadership offers the opportunity for bold moves due to the additional dialogue, analysis and support two or more leaders bring to the process. Take time together to discuss risk and how you will manage and embrace it together. This can be supported by a Risk Assessment, along with a Risk Management Tool or Matrix.
As you develop the RACI framework and other risk management tools for the organisation, it can be helpful to agree your risk appetite for each area of work:
When and where are you comfortable with certain risks? When and where might you want to be more risk averse? When might you want to be bolder?
Do you have any personal or shared redlines?
How might you be able to divide certain risk management responsibilities, depending on each of your ‘appetites’ and comfort levels?
You might not have the answers now, which is OK. Come back to this throughout the year as you revisit the RACI. When you come together to make big decisions, make note of how you approach and discuss risk management together. Were there scenarios that made you uncomfortable or nervous? How did you navigate it together? What did you learn from yourself and from one another?
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