A friend of mine once told me:
“You want as many fingerprints on the smoking gun as possible.”
I needed the advice. And I have since heeded the advice.
In my early years, I was aggressive and autocratic. If a decision had to be made, I was happy to be the one to make it.
However, when you carry a lot on your shoulders, you become an easy target for the stone-throwers.
Consider the great story of Goliath. No one, especially him, thought he could be beat. Young David knew better; he was an accurate, skilled slinger. In his hands, the slingshot was a pistol brought to a sword fight.
Goliath had an army behind him but fought alone. He should have enlisted the army.
As should you.
The greater the consequence of a decision, the stronger the need for more people in the decision making.
Do We Really Need Another Committee?
You have heard that committees are where good ideas go to die. What if you could lead one so that the best ideas come to life?
Recently, in one of our CIO Mastermind Groups, a member asked just this question as it related to IT Project Prioritization and the formation of a Steering Committee. He needed help in establishing a steering committee where none exists to prioritize IT projects, and his new project manager is too new to the company to shoulder the task.
I appreciate that he raised the question. Nine of ten steering committees fail. Why not ask experts who have made it succeed.
His peers shared four critical aspects for a successful committee, each of which was to help overcome the common enemies of poor structure, unclear process and weak facilitation.
Purpose: Be Clear On Why We Are Here
Have you ever been a part of a committee that lost its sense of purpose? I remember being on a safety committee once. The chair oozed hatred for the meetings. She was checking the box. So much more could have been done regarding policies, reinforcement of the message, celebrating the successes. The whole affair lacked sizzle.
If you are going to meet, make it count. Every. Time.
The moment someone thinks “what a waste,” you have wasted an opportunity.
The noble purpose of an IT steering committee is to ensure project alignment to the strategic plan. Ummm - kind of a big deal. So many projects, so few resources, all vying to ensure the success of the company.
“What you do makes a difference, and you have to decide what kind of difference you want to make.” Jane Goodall
People: Be Convinced About Who Is Here And Why
Several members of the group emphasized having the right team members on the committee. They are characterized by -
- Expertise and Influence: They possess the necessary expertise and knowledge related to the committee's objectives and responsibilities. They are influential within their respective functions or divisions, capable of driving change and making informed decisions.
- Collaboration and Communication: Selecting individuals who work well together, can build rapport, and have good connections with other key stakeholders promotes a productive and cohesive team environment.
- Representation and Perspective: You want diverse representation on the steering committee. Including members from different divisions or departments ensures a broader perspective and consideration of various organizational interests and priorities.
- Trust and Support: The right team members should be trusted by who they represent and have the support of top-level executives or decision-makers. This ensures that the committee's decisions and recommendations have the necessary backing within the organization.
Process: Everyone Communicates
I loved what one of our members said. When he leads a meeting, he makes it clear that “I assume your silence is disagreement.”
A successful steering committee has clearly defined responsibilities to be reported, documented processes to be audited, and project priority criteria for evaluation. There is no room for silence.
Silence is not only disagreement, it is distancing. Thoughtful is one thing; withdrawal is another.
Productivity: As Many Meetings As Needed, And Not One More
One of our members increased their committee’s effectiveness by replacing status meetings with dashboards.
What habits have you adopted or practices have you continued that would be better served by another means?
Defying The Odds
I would love to pitch against a hitter who hits only one out of ten attempts (the success rate of steering committees).
You are not that hitter.
Your steering committee will serve the company best as you keep in front of them why they are meeting, why each individual has been brought in, why their perspective and insights matter, and why their time is valuable and is best used, not misused.
Who is giving the input, how they are giving it, and the best process to implement it drives your success.
Hit it out of the park.
