Coaching practices for Raci Informed Stakeholders

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Raci Informed Stakeholders, these are the strongest matches in the current practice library.

Does this sound like the set of challenges you might be facing?

• Someone senior just found out about a change after the fact and was hurt they were the last to know
• We sorted out who owned what at kickoff, but the project has shifted and two people have left since then, and now decisions are getting made by folks who aren’t even in those roles anymore
• We keep re-arguing the same decision we already settled weeks ago because no one wrote down what we chose or why
• Every small call drags out for days because I’ve looped in so many people for their input that nobody’s opinion actually moves the needle anymore
• Everything still funnels through me because I own the outcome, so I can’t hand off the actual doing without feeling like I’ve let it go entirely

Practices that may help

1. Inform stakeholders before they ask, not after they complain
   I’s are one-way — they receive information; the cost of surprising them is always higher than the cost of telling them.
   The RACI Matrix, Made Practical
2. The RACI Matrix, Made Practical
   A RACI matrix assigns one of four roles — Responsible, Accountable, Consulted, Informed — to every person for every key decision or task in a project. Its main value is preventing the two most common team failures: work falling through the cracks because no one owns it, and decisions stalling because too many people feel they must approve them.
3. Review the RACI when scope or team changes
   A RACI built at kickoff and never updated is out of date the moment the first change happens.
   The RACI Matrix, Made Practical
4. Pair the RACI with a decision log
   Knowing who decides is only half the system — recording what was decided closes the accountability loop.
   The RACI Matrix, Made Practical
5. Limit Consulted to people whose input genuinely changes the decision
   Every C is a two-way conversation that costs time; over-consulting is as dangerous as under-consulting.
   The RACI Matrix, Made Practical
6. Separate the doer (R) from the owner (A)
   The person who does the work is often not the person who owns the outcome — make this explicit.
   The RACI Matrix, Made Practical
7. Assign exactly one Accountable per decision
   Every decision or deliverable must have exactly one A — not zero, not two.
   The RACI Matrix, Made Practical
8. Run a daily team huddle
   Hold a brief daily standup to sync on what’s happening and surface stuck points before they become crises.
   The Rockefeller Habits: Scaling Up with Rhythm and Focus
9. Notice and question the story you’ve already told yourself
   Between the missed commitment and the conversation, you have built a narrative — and that narrative will leak into the conversation.
   Crucial Accountability: Holding People to Commitments That Matter
10. Involve the affected community, not just the two parties
    Harm rarely affects only two people — include those affected by the ripple.
    Restorative Justice (Howard Zehr)

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