[font=Arial, sans-serif]Committees can be graveyards where good ideas go to die. Although well intentioned, they can suck the life out of creative, productive members and grind problem solving down to a halt.[/font]
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[font=Arial, sans-serif]Here are some complaints I’ve heard recently:[/font]
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[font=Arial, sans-serif]"A decision that is delegated to a committee means no decision at all."[/font]
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[font=Arial, sans-serif]"Problems sent to committees remain hidden while members defend their pet theories."[/font]
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[font=Arial, sans-serif]"Actions discussed and dutifully recorded in the minutes are rarely set in motion."[/font]
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[font=Arial, sans-serif]"Winning membership is a status symbol. Consequently, it's rare that the right people are in the room."[/font]
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[font=Arial, sans-serif]While participative problem solving is a smart morale builder and designed to produce great outcomes, if it’s not structured properly, it can have the opposite effect. The next time you hear, "That's a good idea - let's form a committee to study it," give some thought to how to structure a committee that will actually perform the way it is intended.[/font]
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[font=Arial, sans-serif]Why use a committee?
[/font][font=Arial, sans-serif]Committees should produce a tangible product - a policy, a recommendation, a plan. If the final product is likely to be overturned or ignored, don't bother. [/font]
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[font=Arial, sans-serif]Here are some justifiable reasons for a committee:[/font]
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[font=Symbol]·[font=Times New Roman] [/font][/font][font=Arial, sans-serif]A problem, or its potential solution, affects more than one department-- or is so complex it must be analyzed by several areas.[/font]
[font=Symbol]·[font=Times New Roman] [/font][/font][font=Arial, sans-serif]You need buy in in order for the solution to work.[/font]
[font=Symbol]·[font=Times New Roman] [/font][/font][font=Arial, sans-serif]The solution requires expertise from several areas.[/font]
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[font=Arial, sans-serif]What should the committee accomplish? [/font]
[font=Arial, sans-serif]Before a committee is launched, the initiator(s) is responsible for determining specifically what the outcome should be, to whom it should be delivered and when. These details must be clearly communicated before the committee begins. Too many groups are told to "study" or "look into" a subject. Inevitably, a committee without direction will flail and stall. People often take a lot of time away from their regular jobs to attend committee meetings, but if no progress is made, they will get frustrated with the process and stop attending.[/font]
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[font=Arial, sans-serif]Along with this, the committee leader needs to understand exactly how much authority the group has and how far it's expected to go. For instance, will the group's decision be final? Is it supposed to develop specific recommendations, as well as carry them out? [/font]
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[font=Arial, sans-serif]Who has accountability and for what? [/font]
[font=Arial, sans-serif]One person must be in charge. Leaderless groups waste too much time avoiding the toes of other members, or conversely, defending their turf and ideas. Co-chairs can also be tricky because one person almost always ends up with more work—and the resulting resentment.[/font]
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[font=Arial, sans-serif]The committee initiators must choose a leader with the ability to listen impartially, hold members accountable and facilitate the process so that all voices are heard. Every meeting has three parts: the content, the process and the group dynamics. The leader of a cross-functional group has the task of keeping control, driving to outcomes and engaging all members--all with a group over whom they have no direct authority and who have their own jobs to do—no small task.[/font]
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[font=Arial, sans-serif]The committee leader will be much more focused if the committee work is taken into account in his or her performance review. This leaves no doubt about what's expected, what will be rewarded and what the priorities are. But if the rest of the members don’t have the same discussion with their own bosses, the leader can try to heard fish all he or she wants, but an end product can be tough to reach. When everyone has a stake in the outcome, they will mobilize quickly and get more done.[/font]
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[font=Arial, sans-serif]And to keep the committee on the right track, it’s advisable to have an executive sponsor—someone who can coach the committee leader, and be an advisor to the group. Without an executive sponsor, committees can go astray and work hard only to have their outcomes rejected in the end.[/font]
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[font=Arial, sans-serif]How should the group proceed? [/font]
[font=Arial, sans-serif]Every group wants to know why they were chosen and what's expected. It's up to the leader and executive sponsor to answer these questions, as well as to clarify the mission and set the ground rules.[/font]
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[font=Arial, sans-serif]It's critical that the group spends enough time planning a process to follow before jumping in. Too many groups dive into solutions before the problem has been defined. A time line can be constructed, working backward from the due date.[/font]
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[font=Arial, sans-serif]It’s important to check in at key points along the time line. The executive sponsor is responsible for establishing sign offs or “gates.” This system of forcing a check- in along the way prevents derailment later.[/font]
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[font=Arial, sans-serif]What about follow-up? [/font]
[font=Arial, sans-serif]Solid recommendations that are created by a committee often disappear. Sometimes, this happens because the committee delivers its conclusions to senior management but without an owner to hand it to, the outcomes don’t get executed. [/font]
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[font=Arial, sans-serif]Committees that only develop recommendations - without involvement in the actual implementation stage - rarely dig deep enough. If the committee is accountable for seeing its solution through, it will be more practical, careful, specific and efficient.[/font]
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[font=Arial, sans-serif]And if it’s not practical to have the entire committee execute the solution, the senior leaders need to pass the baton to the appropriate person or group—ideally, to some of the same people who were included in the committee in the first place. After all, they are the ones who will have intimate knowledge of all the background work that went into the solution and the motivation to see it through.[/font]
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[font=Arial, sans-serif]Joan Lloyd [/font][font=Arial, sans-serif]is a Milwaukee-based executive coach, organizational & leadership development strategist. She has a proven track record spanning more than 20 years, and is known for her ability to help leaders and their teams achieve measurable, lasting improvements. Email your question to Joan at info@joanlloyd.com and visit www.JoanLloyd.com to search an archive of more than 1500 of Joan’s articles. Contact Joan Lloyd & Associates (414) 354-9500. ©Joan Lloyd & Associates, Inc.[/font]
