Career RACI

Using a standard ‘Project RACI’ tool to define career progression

If you're just starting out and wondering how you can progress your career, gaining responsibility early on to prove your capability is a good way to do this. But how do you go from new team member to someone given the responsibility and accountability you crave? Hopefully breaking it down using a RACI tool may help you.

Firstly, what is a Project RACI?

A RACI model or matrix describes the participation by various project team members in completing tasks or deliverables for a project or business process. It defines whether the people involved in a project activity will be Responsible, Accountable, Consulted, or Informed for the corresponding task, milestone, or decision. By using a RACI to map roles and responsibilities for a project, you can eliminate confusion by being clear on who is doing what. (You can read more about a project RACI here.)

Next, let’s define each part.

• Responsible. Individual(s) who performs an activity - responsible for action/implementation. R’s can be shared.
• Accountable. The individual who is ultimately accountable, including yes/no and power of veto. Only one 'A' can be assigned to an activity/decision.
• Consult. The individual(s) to be consulted prior to a decision or action being taken. Two-way communication.
• Inform. The individual(s) who needs to be informed of a decision or action. One-way communication.

Now let’s use the elements of a RACI as a measure of career progression.

• Inform. You are simply told what is happening. You’re not asked to input or comment. You’re just there to learn.
• Consult. You are asked for your thoughts, opinions, comments and/or suggestions. You understand enough to be seen as able to add value.
• Responsible. Your knowledge is enough you are asked to complete a task. Maybe a small/simple one at first, but if you deliver well, it can grow in size/complexity.
• Accountable. You now have enough experience and credibility, to be seen as a decision maker. You’re given ownership of a risk or cost.

How do you move between R, A, C and I within your role?

• Show understanding. Confirm back what was said. Takes notes during meeting and summarise the main points back to your manager.
• Ask pointed/intelligent questions. Show you’ve noticed gaps in the process, documentation or system. Make helpful suggestions.
• Get support. If you’re asked to do something, say 'yes' and ask for help to complete it – even if from your wider support network!
• Step up! Everyone likes a decision maker. It’s what managers get paid to do. But learn quickly from your mistakes – and don’t repeat them.

How can a line manager can help?

• Check for understanding. Ensure your new team member understands the topic, the details, Business unit terms, acronyms, etc.
• Ask your team member questions. Seek their opinion. Ask for their ideas/input. Would they do it differently?
• Allocate them tasks. Give them increasing levels of responsibility. Support them as they take on new tasks.
• Allow autonomy. Enable your new team member to make decisions, with your guidance. Pass or fail, ensure they learn something.

Finally, what are the benefits of following this model:

• Benefits to the Individual. The quicker you grow in confidence and capability, the better you will be recognised and rewarded for your work.
• Benefits to the Line Manager. Like the way the Situational Leadership model can be applied, the quicker your team member grows in confidence and capability, the quicker you can go from telling to delegating – easing your overall line management burden.
• Benefits to the Business. Employees that move quickly from simply being consulted in their role to being fully accountable for tasks allocated to them will feel more engaged, challenged and, with the option of career progression mapped out in this way, more likely to stay.

Like any business model or tool, it's how you apply it that matters. However, hopefully thinking about your career progression in this way will help you feel it is possible and takes time. Listen, learn, try then apply and, with support from your manager, your career will progress.

Please feel free to leave any comments, suggestions or even disagreements below.

(And if you like my thinking, you should try my book "28 Recruitment Mistakes - and how to avoid them". )