In reality, it is usually a recipe for institutional stalling. When everyone is responsible, nobody is accountable, and I have watched great ideas die in schools because of this specific type of hidden friction. It does not come from poor intent or a lack of competence, but from three leaders all assuming someone else is holding the standard.

I realised that to move strategy into lived practice, we had to stop talking about who is doing what and start defining the RODI. It sounds technical, but it is actually about simple role distinction. 

You have the person Responsible for doing the actual work, the single Owner who is ultimately accountable for the outcome, the Driver who ensures the momentum does not stall, and the people who just need to stay Informed. 

There can only ever be one owner. If two people own a project, nobody does. The RODI grid is the leadership equivalent of cleaning the lens before taking a photograph. It removes the 'I thought you were doing it' conversations that drain so much organisational energy.

It is about being explicit so that leaders stop stepping on each other’s toes and start moving with collective speed. 

If your school is carrying more complexity than it should, the best next step is usually just a conversation. Let us talk about where the noise sits for you.