How to Lead A Committee

Sitting at the head of a conference table can pull on some of the same emotions—joy in the opportunity to lead; apprehension due to the weight of the task. Leadership in those situations, like leadership on any competitive team, requires more than just posturing; it requires passion, excitement, and a commitment to developing skills.

Instructions

Difficulty: Moderate

1. Committees are often places of conflict. You need to identify the potential areas of conflict and deal with them quickly. Ask yourself the following questions and answer them truthfully. You may even want to get other members of the committee to answer them and set a date to discuss all answers and come up with resolutions together.
   
   Questions:
   
   How have we seen these conflicts surface in our experience with committees?
   
   What are some practical ways of addressing each conflict in committee meetings?
   
   What is one other source of conflict in the committee meetings? How can we address that conflict?
2. Meetings bring out the best—and worst—in us. Egos, hidden agendas, poor planning, aimlessness, temper tantrums, and boredom can all come into play. But, on the other hand, meetings can be a showcase of grace, courtesy, vision, planning, enthusiasm, and hope.
   
   Projects purr along or screeches to a halt in committee meetings unless you can cultivate productivity. This means come to the meeting with a game plan. Understanding that this plan will be improved upon during the meeting but if you come to the table with a plan it is easier to get others to participate in being productive and moving forward.
   
   The more you look weak and unsure the more people will feel they need to direct you and will not respect your leadership. Once you have lost control it is hard to get it back.
3. A good idea doesn't always pass through a board on its merit alone. People need convincing, and ideas need explanation. Before proposing a new idea, or when you hear a new idea proposed to you, ask questions. They can unearth the underlying issues that need consideration.
   
   Never dismiss an idea because it sounds off. But rather take the time to consider the idea until it either makes incredible sense or loses its merit in explanation. This way the presenter is not stifled from offering other ideas in the future.
4. Most of the divisiveness within a committee is not rooted in the committee members themselves. It is rooted in the committee's structure. Many groups simply set themselves up for failure.
   
   When choosing the members of your committee, choose those that will enhance and challenge the skills you have. A wise leader will surround themselves with the best of the best to get the job done.
   
   Once you have chosen the best committee make sure you offer an environment that will cause the group to display their talents in dynamic and compelling ways.
   
   Consider these questions:
   
   How could a more comfortable environment improve the interactions on our boards or committees?
   
   What are some ways that our committees could demonstrate a stronger commitment to relationships?
   
   What qualifications are important for our committees?
5. Discussion nourishes group decisions. At times an issue may be so clear and the group so united that discussion is needless. But other times a group is reticent. Know your committee and know when no more discussion is needed.
   
   Many leaders let issues on the table go on until they have over talked the issue and now it can not be resolved. Learn when the committee is untied and a vote is needed and when you may have to sleep on it.
   
   Once the determination is made, stop the discussion by either voting or agreeing to park it until the next meeting.