As a 10X Leader clarifying the roles of team members is critical for success. Key takeaways: Always clarify the DACI for the initiative Focus most energy on one-way doors decisions Resolve conflict hurdles in a timely fashion by disagree-&-commit + escalation

1. Clarifying Roles

2. Quiz:
What is the number #1 reason that slows down
projects?

3. Answer:
Lack of clarity on who is responsible for driving and
making the decisions

4. Start every project with DACI

5. Define the DACI for every project
● D = Driver. The one person responsible for corralling stakeholders, collating all the
necessary information and getting a decision made by the agreed date. This may or
may not be the project's full-time owner, depending on the decision.
● A = Approver. People who makes the decision.
● C = Contributors. They have knowledge or expertise that may influence the decision –
i.e., they have a voice, but no vote.
● I = Informed. They are informed of the final decision.

6. RAPID
Source: https://www.slideshare.net/rondrew/rapid-69373951

7. This content is from rework.withgoogle.com (the "Website") and may be used for non-commercial purposes in accordance with the terms of use set forth on the Website.
RACI
Clarifying Roles, Responsibilities and Decision Making
Who is
Responsible?
The person who is assigned to do the
work
Who is
Accountable?
The person who makes the final decision
and has the ultimate ownership
Who is
Consulted?
The person who must be consulted
before a decision or action is taken
Who is Informed?
The person who must be informed that a
decision or action has been taken
R
A
C
I

8. This content is from rework.withgoogle.com (the "Website") and may be used for non-commercial purposes in accordance with the terms of use set forth on the Website.
RACI - Example
Sam Julie Nigel James Sylvia Jeff Sudhar
Conduct testing activities
R I A I
Perform review and analysis
A R C C
Prepare high level test
schedule
A R C C I
Develop test strategy
A R C I C
Defect management
I A R C
Prepare test environments
I C R A I
Review your chart and be aware of:
• No R’s or too many R’s
• No A’s or more than one A
• Lot’s of C’s or lots of I’s

9. Example: For Release Features at Unravel
Driver: Pillar Lead
Approver: Chief Architect
Collaborator: Pillar team
Informed: Engg teams, CS, SE
Driver: Product Mgt Leader
Approver: Chief Architect
Collaborator: Subset of Pillar
Leads and teams
Informed: Other Pillar teams,
Customer Success, Sales
Engineer
Vertical Feature within a Pillar Horizontal Feature across Pillars

10. Decision-making requires Alignment
● DACI or other decision-making models only work if everyone in the group rallies behind
decisions once they're made.
● Without a willingness to share concerns and trust they'll be considered, your team will
find itself mired in a bog of circular debates and inaction. Team members may even
pursue their preferred option on the sly, in the hopes the official decision is a failure.
● Make sure everyone is prepared to fully committed to whatever is decided so you can
skip the bullshit politics.
Source: https://www.atlassian.com/team-playbook/plays/daci

11. Strategies for Creating Alignment
● One-way/Two-way doors
● Disagree & Commit
● Escalation
Image Source: https://www.peoplethink.biz/just-because-we-dont-agree-doesnt-mean-youre-wrong/

12. One-way and Two-way Doors
One-way door decisions can't be easily reversed. These decisions need to be
done carefully. Two-way door decisions can be reversed. You can walk
through the door, see if you like it, and if not go back.
Source: https://shit.management/one-way-and-two-way-door-decisions/

13. Disagree and Commit
Andy Grove in his book High Output Management wrote:
Disagree and commit is a management technique for handling conflict. There are two parts to it: First,
expecting and demanding teammates to voice their disagreement. Second, no matter their point of view, once
a decision has been made, everyone commits to its success.
Bezo’s 2016 letter to Amazon Shareholders:
Have Backbone; Disagree and Commit. “Leaders are obligated to respectfully challenge decisions when they disagree,
even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not
compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.”
Source https://tomtunguz.com/disagree-and-commit/

14. Escalation
● Escalations as a tool to help to resolve issues quickly
a. Always assume good intent from all parties
b. Escalations are simply a means of ensuring you are optimizing globally rather than locally.
c. Do NOT use them as a weapon
● Steps:
a. Acknowledge and align on the problem
b. Clarify the options
c. Understand the trade-offs
d. Escalate cleanly: If your alignment takes more than 48 hours you need to escalate
Source: https://www.atlassian.com/team-playbook/plays/clean-escalations

15. Takeaways: Effective Decision-making
● Always clarify the DACI for the initiative
● Focus most energy on one-way doors decisions
● Resolve conflict hurdles in a timely fashion by disagree-&-commit + escalation
○ Leaders can help by de-stigmatizing escalations. Everyone bumps up against conflicting
priorities sometimes. Escalating openly and rationally reduces uncertainty, delays, and
damaged relationships. Helps unblock teams stuck on decisions, conflicts, or issues &
establishes a rational and collaborative escalation path.
Source: https://www.atlassian.com/team-playbook/plays/clean-escalations

16. Video link of this talk
https://youtu.be/ZqYQBfm6Rtc

17. ➔ 21 Playbooks
➔ 10-15 min each
➔ Divided into 3 Playlists
(Clarity, Execution, Coaching)
➔ Assignment for
practicing

18. Assignment
As you apply decision-making, how do you balance inclusiveness while ensuring
the right pace of decision-making?