How to Overcome Poor Follow-Through On a Decision that Has Been Made

Most profit losses in a business occur because the people working together fail to convert the decision made into completed actions.   When this happens, it is most likely that the decision-maker did a poor job of following through on the actions triggered by the decisions made.

The ACRI model establishes who has the authority to decide who will be involved and why.  Where groups get frustrated with each other is when the person with the “A” is not clear on how they will be making decisions that impact those with the “R,” “C,” and “I.”  Click here to learn more about selecting the best decision-making approach when a new action is needed.

Use ACRI to improve decision-making effectiveness across a business

A clear definition of who is accountable for what enhances the effectiveness and efficiency of a team by making explicit where accountability, decision-making, activity completion, and communication reside in a role, a job, and a project.  The following is a shortcut to confirming the key considerations that should be made when making and acting on a decision.

A          decision-making authority; accountable for the final result

C          consulted about the decision; maybe a subject matter expert

R          responsible for executing the decided-on action

I           informed about the decision so they can be compliant with it

When you have a person with a clear “A” for a result, who is aware of who needs to be consulted and informed, they and the people responsible for producing the result can improve decision-making speed, reduce rework and improve information flow to those who will be impacted the result.

Helping the “A” recognize who should have the “R,” “C.” and “I”

The person with the “A” is the one person accountable for the results of a decision.  In other words, they are the one who receives the kudos if the decision and its subsequent actions produce the desired results, or they take the heat if it comes up short.

If a participant is assigned an “A,” they may assign themselves an ”R” for any given task, but they will not be assigned a “C” or an “I” for the task since they aren’t consulting or informing themselves.  Below are the steps to establishing the “R,” “C,” and “I.”

Step 1: Define the core actions required to produce the planned result

List the core activities (e.g., write the brochure, conduct customer focus group) and decisions (e.g., approve project charter, approve funding) that must be completed to achieve the planned result.

Step 2: Identify whose needed to help accomplish the planned result

List the individuals or groups inside and outside the organization whose contributions are needed to help deliver the planned result or who will be impacted by the decision.

Step 3: Assign the roles these key individuals or groups should have in producing the result

Start with assigning the “R” to each core action.  These are the people that perform the work.  They write code, interview prospective employees, approve funding, install telephones, update project plans, approve business cases.  They are the action “doers.”

If a participant is assigned an “R,” they also may be assigned an ”A” for a given action.  They should not be assigned a “C” or an “I” for the task since they will be consulted and informed in positioning them to deliver on their responsibilities.

Next, assign “C’s” based on your answer to the following two questions:

1. 1. “Before this task is completed, must this person, group, or unit be consulted because they possess expert knowledge about the task that will add value?”

• • • • If the answer is ‘No,’ assign no role.
      • If the answer is ‘Yes,’ go to the next question.

1. 2. “Is this person, group, or unit performing the task?

• • • • If the answer is ‘No,’ assign a “C.”
      • If the answer is ‘Yes,’ assign an “R.”

Caution: Don’t assign too many “C’s.”  Unnecessary “C’s” slow down the process without adding value. “C” represents participants acting in an advisory capacity, not exercising veto power.  If a participant needs to “buy-in” to a task, then an “R” should be assigned so that the participant may contribute their knowledge, talent, and perspective to successfully produce the planned result.

Finally, assign “I” based on your answer to the following questions:

1. 1. “If this person or group were not immediately informed that the task was completed, would it adversely impair their ability to complete their work, or would it reduce profits or increase risk?”

• • • • If the answer is ‘No,’ assign no role.
      • If the answer is ‘Yes,’ go to the next question.

1. 2. “When this task is completed, must this person, group, or unit be informed that the task has been completed?”

• • • • If the answer is “Yes,” assign an “I.”
      • If the answer is “No,” assign no role.

If a participant is assigned an “I,” they also may be assigned a “C” but not an “R” or “A” for the task.  An “I” is assigned to a “C” when those you have consulted with need to be informed of decisions made and actions to be taken.

Caution: Assign “I’s” sparingly.  While the goal is to keep everyone informed in a business, the reality is it is better to limit who you take time to inform those that are personally impacted by the decision.

Use ACRI to understand how the accountable person for the result is engaging those responsible for the work and who they think should be consulted with and informed.  Remember, the fewer people they involve, the more personal accountability for the result they are taking on.

Click here to learn how to solve the second most common failure to convert a decision into a completed action.