Chapter 4 – Who’s Doing What? page 67.
- Picture an organization with 35 people where…
- Roles and responsibilities are unclear.
- No one is quite sure who is accountable for what.
- People are tripping over each other and/or balls are being dropped.
- Goals, deadlines, and opportunities are missed.
- Everyone is working hard but accomplishing very little despite all the effort.
- Frustration is high and everyone is blaming everyone else.
- This is the picture of an organization lacking an Accountability Chart.
- Great organizations define and implement the right structure that will most effectively help them reach their Vision.
- The right structure will:
- Clarify roles and responsibilities.
- Create clear reporting lines.
- Facilitate efficient decision-making and problem-solving.
- Help people know who to work with to get things done.
- Enable communication flow.
- Identify all the available seats in the organization.
The Need for Structure
- When companies start out and only have a few people (10 or fewer), the all-for-one-and-one-for-all approach is okay.
- However, as companies mature (more than 10), they reach a tipping point when this all-for-one approach becomes a roadblock to growth.
- Why? Because no one knows who’s responsible for what, and no one is held accountable for anything.
- People don’t know who to go to with questions or concerns or to solve issues.
- It is pure chaos, communication is a mess, and everyone is frustrated.
The Accountability Chart
- The Accountability Chart is the tool EOS companies use to illustrate the right structure.
- It clarifies the roles and responsibilities of everyone in the company.
- It eliminates complex and confusing reporting lines between managers and employees.
- It establishes clear ownership and accountability for everything that must get done in your company.
- When the Accountability Chart is complete, every seat in the company will be defined with clear roles and responsibilities.
Scalability
- The purpose of the Accountability Chart is not to show all the names of people in an organization but, instead, all the functions, or “seats” as EOS likes to call them.
- The intention is to show how different job functions can be scaled.
Evolution
- The Accountability Chart is a dynamic tool that is always evolving.
- It is intended to help your company anticipate the structural changes needed to get to the next level.
- As companies grow, structures, roles, and responsibilities will need to change.
Communication
- Your Accountability Chart does not define communication structures.
- In no way should the Accountability Chart create silos or divisions within your company.
- Communication should flow freely across all lines and departments.
- The Accountability Chart should help people know who they need to go to or work with to get the job done.
Questions to Ask Your Manager
- What seat am I in, and what are my 5 roles and/or responsibilities?
- Am I in the Right Seat, where I can contribute the most to the organization?
- What are your 5 roles and/or responsibilities, and how can I help you?
