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Unclear roles and responsibilities between colleagues
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or in a manager managed relationship
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or even in the relationship with customers.
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Both are sending back each other a task or blaming
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each other for not doing what they should have done.
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you feel that your colleague or client is intrusive and that they have
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no say in a particular project or a particular way of doing things.
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A manager of a manager speaks directly to the employees
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and interferes in the distribution of tasks and decision making.
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there are many opportunities to leave tasks that no one feels responsible for
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or to step on each other's toes until the conflict breaks out.
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Unclear roles and responsibilities leave the field open
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to games of power and influence,
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to protection and conquest of territories,
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to jealousy and competition.
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There are 3 solutions to avoid the conflict due
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to this lack of clarity of roles and responsibilities.
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The first and most traditional solution is to minimize the risk of conflict by
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defining the parameters of each person as precisely as possible who does what.
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communicate clearly about each other's roles and responsibilities.
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Sometimes a more detailed job description can help.
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As a collaborator,
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if you see lack of clarity that could trigger conflict,
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talk about it to ensure a shared vision.
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List the tasks of cross-functional projects and
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confirm they have been distributed without duplication.
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In this solution,
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If there is a confusion on the parameters,
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it is generally the manager who decides.
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if you are in conflict with your manager over what you feel,
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it is your role in the responsibility to go out
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to them and clarify it and to avoid more tension.
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in a professional world subject to permanent change where
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flexibility and cross functional work is increasingly required,
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this method of clarification
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appears to be an endless task to be carried out
00:02:21
and moreover unstable.
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It is difficult to put people in boxes and precisely list their tasks.
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Maybe we can do it for field missions,
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reducing a position to a number of clearly defined tasks limits the autonomy,
00:02:41
the empowerment,
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and the development of employees.
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The second solution that I propose is the
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one that is already practiced in self-governed companies
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and that Frederick Lalou describes to us in his book Reinventing Organizations.
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When entering the position,
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the employee has a number of roles in their
00:03:02
portfolio that they have agreed to take on.
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These roles will enrich
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and change in an organic.
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according to the wishes of the employee and the needs observed in the company.
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When the collaborator wants to change something and take a new role in a project,
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they will first seek the opinions of all the people affected by these changes.
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after having carefully listened to the advice,
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they will decide if they will implement the change.
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In the philosophy of self-governing companies,
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this freedom to bring about change and
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expand its tasks is inseparable from responsibility.
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If the employee behaves as an adult,
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new roles and responsibilities will unfold smoothly.
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As adults they will know how to listen to each other's opinions
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and take them into account in the development of their own roles.
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they will take responsibility for their thoughts,
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and their stress without waiting for the solution to come from above.
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the employee facing a problem does not reflexively escalate it through
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the hierarchy and wait for the manager to solve the problem.
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They won't wait for the manager to decide on roles and responsibilities.
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The employee will feel responsible for the mission because they have chosen it.
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The employee can no longer hide themselves,
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blaming third party collaborators,
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or taking refuge in apathy and resentment.
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Is there a problem with the mission they have chosen to commit to?
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The employee will seek a solution with the stakeholders without
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arguing that it is not his task to do this.
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We are therefore dealing with a flexible definition of parameters based
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on listening to the needs of the company and the customer
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and the motivation of each of them.
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The freedom to choose one's roles goes
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hand in hand with strong individual responsibility.
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everyone to settle any disputes that may arise.
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A third solution consists of empowering on
00:05:14
missions and objectives rather than on tasks.
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Job descriptions are often large and imprecise.
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And sometimes this is due to a lack of clarity.
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Sometimes it's on purpose
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to keep flexibility to make room for evolving monthly and quarterly missions,
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projects and objectives.
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It's up to the manager to ensure that employees
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feel responsible for the success of objectives and missions,
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by defining these missions and objectives with them,
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by giving them autonomy,
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they will then feel really concerned and responsible.
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These scheduled projects and objectives encourage everyone
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to feel responsible for their success.
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If there is a blockage,
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their commitment will push them to seek solutions,
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to negotiate with those with whom.
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Share the mission instead of passing the buck.
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Transversality now requires that both demonstrate relational
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intelligence to resolve difficulties and disagreements.
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We cannot anticipate every hazard of a project.
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There will be new or unanticipated tasks that will have to be distributed.
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Stakeholders can manage it.
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The manager will only intervene
00:06:30
as a mediator or arbitrator in more difficult situations
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which will really require greater clarification of roles and responsibilities,
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or when they have to deal with an employee who
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does not have a sufficient sense of cooperation and accountability.
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Washington said,
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one of the best ways to help someone is to
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give them responsibility and let them know you trust them.
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Here is an effective tool to facilitate the
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distribution of responsibilities in a collective project,
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Make an Excel table with the main actions of the project.
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Then for each row,
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determine the RACI.
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Each letter represents a responsibility.
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Are as responsible,
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the one who bears the responsibility for the success of this action in the project.
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They have the authority to make the decisions about this action.
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It is the one or those who will carry out the action of the project.
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The actor can also be the one who is responsible.
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C is for consulted.
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This is the person whose advice should be listened to
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before making a decision on the action to be taken.
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the customer director should be consulted on a new commercial approach.
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And I is for informed.
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These are the people who must be informed of any decision regarding this action.
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Determine the RACI
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on the main lines and actions of the project.
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I would therefore like to remind you to build a clear RACI.
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You'll first have to list all of the activities of a process and actions of a project.
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Then you'll have to list all the actions concerned
00:08:19
before writing line by line which are the RACI's responsible actor,
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consulted and informed of each action.
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A well defined RACI can avoid many conflicts and other losses of efficiency.
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we have seen different ways of managing the distribution of
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roles and responsibilities which when not shared generate conflict.
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A more traditional first way which
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seeks maximum precision through the parameters,
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through managerial decision making and written contracts.
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A second way by self-governance with
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great freedom combined with strong responsibility,
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and then the third way which is between the two.
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Commitment to a mission with real individual
00:09:06
responsibility plus a lot of collaborative work
00:09:10
and the distinction of roles facilitated by tools such as RACI.
00:09:17
the presence of a superior can be required to decide if necessary.
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