The action: For each major decision, be clear on who are the Deciders, Advisors, Recommenders and Executors.

The long-form: Have you ever found yourself in a meeting where the group struggles with decision-making? I remember a meeting where the VP of Marketing asked “Who can approve this advertising campaign?” and everyone else was sure it was him. Situations like this are not uncommon, and they often stem from a lack of role clarity.

Role clarity is knowing what is expected of you. Are you there to voice your concerns, listen in to the reasoning, or actually make the decision?

One useful acronym for assigning roles is DARE:

• Decider: Often only one. Also decides who needs to be in the room, and how the decision will be made (see also f40: Write a meeting agenda with clear expectations)
• Advisors: Influence the decision, usually with an outsized voice. Cannot delay the decision by asking for more data etc.
• Recommenders: Research and present the alternatives to aid decision-making.
• Executors: Are often good to have in the room, as they are the ones who will have to bring the decision to life. Their subject-matter knowledge is useful for identifying hidden obstacles and opportunities.

Note that there is no T for Tourist. If you are not in one of the groups, there is a good chance your time is spent better elsewhere (see also f40: Ask how you can contribute, before agreeing to a meeting).

You may be familiar with similar frameworks for role clarity such as RACI (Responsible, Accountable, Consulted, Informed) or RAPID (Recommend, Agree, Perform, Input, Decide). DARE is perhaps even clearer on who makes the decision in the end, but all the frameworks are still miles better than the confusion you end up without role clarity.