Ever feel like your team is stuck in this scene from the Spiderman multiverse? Everyone is pointing fingers and no one sure who’s actually in charge?

The truth is, finger-pointing is often a symptom of unclear roles and responsibilities. And when no one knows who’s doing what, it’s not just frustrating—it’s downright unproductive.

This lack of clarity can lead to:

• Multiple people working on the same task, leading to wasted time and resources.
• Critical tasks falling through the cracks because no one feels accountable.
• Confusion about who is in charge can result in inconsistent work and conflicting strategies.
• A lack of feedback – because roles & responsibilities aren’t clear.

This isn’t just a minor annoyance; it’s a major productivity killer.

Based on a 2013 study with 1,699 employees across 45 offices, researchers found that offices with clearer role definitions experienced significantly higher work satisfaction and lower turnover.

RACI – a simple way to clarify roles

RACI is a model (Responsible, Accountable, Consulted, Informed) that allows teams to define roles on a project in a clear, consistent and structured way.

Here’s how it works:

1. Start by deciding who will be RESPONSIBLE for each step.

• This is the person who will directly perform the work for each task or deliverable. They are in charge of executing the project tasks and ensuring completion. There can be multiple people responsible for different tasks within the project, but each task should have a clearly designated person responsible for carrying it out.

2. Next, assign who will be ACCOUNTABLE for the project’s outcome.

• This is the individual who has final ownership and bears responsibility for the project’s success or failure. They review the work and make critical decisions, overseeing that each task aligns with the project’s goals. Only one person should be accountable to avoid confusion and ensure clear authority and direction.

3. Identify who needs to be CONSULTED.

• These are people whose opinions, expertise, or perspectives are gathered before work goes forward or decisions are made. They provide input or review, ensuring that the work is aligned with quality standards and expectations. Consulted parties offer two-way communication, contributing valuable insights and guidance at different stages.

4. Lastly, determine who should be INFORMED about progress.

• These are individuals who need updates on the project but aren’t directly involved in execution. They may include leaders who require regular updates, people who might be affected by the project’s roll-out or pace. Communication with informed parties is one-way, helping them stay aware of progress without active participation.

When to use RACI with your team.

Once you begin using the model – the terminology will become more recognizable to your team. You may notice staff asking: Am I accountable or responsible for this? Or Who should be informed?

As a manager though, here are three situations that you can always benefit from bringing in the model.

• Delegation. Managers can use this as a way to set expectations for a project with a supervisee.
• Team project planning. Groups can use this as a way to clarify roles as they plan a new project
• Project Kick-Off. A RACI chart can help team members feel confident when a project starts- by clarifying who is responsible at each stage.

• Ongoing communication & clarification. The language of RACI can be incorporated in to project communication including emails, meetings and 1:1’s
  • E.g. Emails to people with the informed role might begin with “Quick FYI on the status of project X” – or “Keeping you looped in on project X”

RACI Empowers Teams

While defining roles is a great start, true understanding comes when teams feel empowered to ask. Giving your team both the language and permission to clarify and define their contributions can reduce pointless meetings, miscommunication & help everyone understand how they fit into the big picture.