Page 136 · Module 06, Build Your Team · this screen continues that page
All 108 frameworksThe prompt
Copy & paste readyLabelsReplace theseSwap the role below
Pro tip, from the book
If more than one person is marked Accountable for any task, the matrix is already broken. There must be exactly one A per row that single constraint removes more team friction than any team meeting ever will. When everyone knows who owns the outcome, everything else becomes easier to delegate.
Who should run this prompt
Module role profileWho should advise on people and leadership decisions? Leadership decisions are the highest-leverage decisions in any organisation — and the hardest to get right because the stakes are human. The roles on this page bring the perspectives of people who have seen hundreds of teams succeed and fail. Use them before hiring, before giving difficult feedback, before restructuring, and before having the conversations you have been avoiding.
Choose any role to drop it into the prompt above. Only the highlighted opening clause changes — the rest of the prompt stays exactly as printed.
◆◆◆◆◆ → ◆ seniority, board level down to specialist◈ outside the organisation
How to make any role sharper
- Add years of experience: "...with 15 years in enterprise SaaS" produces different depth than just the title.
- Add what they care most about: "You care most about [X]" shapes every word of the output.
- Add their communication style: "Be direct. Flag risks first. No jargon." changes the tone entirely.
Use this when
The problem it solvesPeople in your team are duplicating work, dropping tasks, or blaming each other for things that fell through the cracks. Decisions keep escalating to you. Nobody is sure who is supposed to decide what.
How the framework works
From the printed pageRACI defines four roles for every task or decision: Responsible (does the work), Accountable (owns the outcome - one person only), Consulted (gives input before action), Informed (told after action). The single most important rule: there must be exactly one Accountable person per task. When two people are accountable, nobody is accountable. When this matrix is applied to your team's key processes, task duplication drops, decision speed increases, and your inbox stops filling with questions that aren't yours to answer. A RACI chart doesn't fix a culture where nobody wants to be the one Accountable person. If your team resists filling in that column, the matrix isn't the problem, the fear of owning a visible outcome is, and that conversation has to happen before the chart means anything. A Chart Won't Fix Culture
The method, in four moves
Do these in orderList your team's 8–12 most important recurring tasks or decisions before prompting.
Map your team roles across the top use role titles, not names, so the matrix survives turnover.
Every task must have exactly one A, if you find two, that's your first fix.
Share the completed RACI with your team and run a 30-minute review, disagreements reveal your real accountability gaps.
Where the framework comes from
Operations management best practice — RACI matrix formalised 1950s–1960s
Pairs well with
As printed with this frameworkModule 06 — Build Your Team
Build people who build the company leadership is the product.
12 frameworks, printed on pages 135–158.
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