The Sisyphus Comments

Committees and Leadership

A committee is defined as a type of small deliberative assembly that is usually subordinate to another, larger deliberative assembly. Committees can serve a variety of functions including the governance of large organizations where it is impractical for all the members to participate in decisions affecting the organization. Oftentimes, a committee (such as a Board of Directors) is given the power to make decisions as is the case with the regional regional criminal justice academies in Virginia.

Committees are often formed to do research and make recommendations on a potential or planned project or change. In some cases standing committees are established to deal with ongoing issues. A good example would be the Criminal Justice Services Board’s Committee On Training. In other cases, committees are formed for a special purpose such as assisting with a job task analysis. This type of committee is typically dissolved after issuing recommendations (often in the form of a final report).

The success of a committee is contingent on three factors. First, the proper members must be selected based on the knowledge, skills and abilities that each member can bring to the table. Although this seems like a “no brainer”, it is not uncommon for the members of a given committee to be selected based on a their bias toward a given position or their tendency to “go along” with the consensus position. However, if we truly wish to push the envelope of innovation, it is sometimes far more instructive to seek out the opinions of the people who disagree with what we’re thinking. Although, we may never come around to seeing things their way, we may learn more about ourselves, our positions, and the things about which we feel passionate. And that’s a good thing.

Next, the committee should have a clearly defined mission and the agenda must be properly managed. For example, when a committee of subject matter experts is assembled to examine a training program, they need to understand the parameters under which they are operating. Are there limits to the facilities and financial resources that are available or are they charged with developing a “model” program without regard to the cost of implementing their recommendations.

Finally, it is generally considered poor management to give operational responsibility to a committee to actually manage a project. The problem is that no single person can be held accountable for the poor performance of the committee, particularly if the chairperson of the committee is seen as a facilitator. If a committee is given operational duties, a chairman must be appointed and he or she must be charged with the responsibility for insuring the success of the the project.

Unfortunately, instead of “using” the committee process to tap into the collective intellectual power of many, organizations from government agencies to large corporations seem to be “abusing” the process by facilitating “group think” or hiding behind the skirt of a committee. Is someone abusing a committee on which you serve? Do all of the committee members share a point view that insures that the committee’s findings will be predetermined? Is someone hiding behind your committee?

A true leader is not afraid to accept the responsibility for making the type of bold and innovative decisions that move organizations or companies forward. Of course, bold decisions carry risk and many people in positions of authority have a risk aversion. They will never enjoy the satisfaction of taking a risk and winning. Their fear of failure will prevent them from becoming leaders so they will be relegated to the lesser status of being mere managers.

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