COMMITTEE
STRUCTURE
COMMITTEE
CHAIRS & MEMBERS
The Committee Chair
Each committee should be headed by a chair who is appointed
by the president in concert with the mandate of the board
of directors. The chairperson typically serves
a one-year term. This is recommended, as retaining the same
committee leader for more than one term may cause a committee
to limit its full potential. If a chair is not an officer
or member of the board, he or she must be invited to board
meetings when committee-related business is to be handled.
The
chair will find there is no magic formula applying to the conduct
of committee operations. To be successful, the chairperson must
be friendly, must expect and be prepared to accept criticism,
and must always exercise good judgment and objectivity in decision-making.
He or she must be dependable, honest and able to inspire enthusiasm
if committee members are to translate ideas and plans into group
action.
The
chair, like a good president, works with and not over the members.
It is important to delegate authority and to reward and recognize
those who have made some contribution, however small, toward
the work of the committee. Leadership development is the result
of opportunity and positive support. In many ways, this role
of the chair is more important to the future of the club than
the actual work of the committee.
Duties
of the Chairperson
- Fully
understand and be able to explain the charge to the committee.
- Schedule,
prepare for and preside at regularly scheduled meetings
(schedule will be determined by the scope of the charge
given the committee).
- Work
with the president to see that the committee is properly
staffed.
- Give
committee members specific assignments and follow-up for
performance.
- Seek
input and recommendations from committee members and the
club leadership.
- Ensure
that committee financial expenditures are reflected within
the budget.
- Ensure
written reports of meetings are prepared and distributed.
- Report
to the president and the board of directors.
Meeting
Issues
The chair is responsible for the meeting. At times, the nature
of a meeting is that the discussion will slow down or become
difficult to manage. It is important for the chair to be reasonable
and to help keep emotions under control. Here are a few points
to help address some more common situations that may develop:
When
it is difficult to get the committee's business "under
way":
- Point
out one or more of the committee's objectives.
- Direct
one or more statements to the members, which will offer
a challenge.
When
one or two individuals dominate the meeting:
- Ask
thought-provoking questions.
- Tactfully
and privately ask for cooperation.
- Give
them a special assignment.
- Ask
someone to serve as secretary.
When
some of the members remain silent:
- Ask
them a few easy questions.
- Ask
their opinion on a matter familiar to them.
- Make
personal contact with them between meetings to give them
confidence and guidance.
When
there seems to be a lack of interest:
- Use
a good joke or story that draws a parallel to the discussion.
- Review
work previously done and stress the importance of the committee's
work.
When
the discussion begins to drift:
- Review
the discussion.
- Bring
out specific points about the committee's problem.
If
"chatter" between members gets out of control during
the meeting:
- Direct
a question to one of the offenders – but in a friendly
way.
- Ask
the offenders to present their ideas to the other members.
Regardless
of the issues, always remember to:
- Encourage
freedom of expression.
- Suggest
constructive steps to be taken.
- Be
interested in what the members say.
- Overlook
minor mistakes.
- Think
of the comfort of the members.
- Look,
talk, and act enthusiastically and optimistically.
The
Committee Members
Care
should be exercised in making selections. When making committee
appointments, the function of the committee and the interests
of members should be considered by the president and the chair.
Care should be taken to not deliberately attempt to fit square
pegs into round holes. Some committees are always viewed as
more or less desirable; be sure to move members around from
year to year. Bottom line: Attempt to assemble energetic, cooperative
members. Appointments should be discussed with the candidates,
and announcement of the appointment should be withheld until
acceptance is assured.
Here
are some guidelines that may be of help to the president and
chair in assembling an effective, working committee:
- Does
the membership on the committee require any special knowledge
or talent?
- What
is the record of the member on previous committees, if any?
- Is
the member a potential future chairperson or a "follower"?
Every committee needs some "followers," just as
each needs one chairperson.
- Does
the prospect have time to serve on the committee?
- Does
the individual have an office or other facilities that may
be helpful to the committee?
- Is
the member compatible and able to work with people, both
on the committee and among the public?
- Does
the individual have a "winning personality" that
is convincing to others?
- Is
the prospect a "stretch runner?" – the kind
who works only near award or recognition-giving time?
- Avoid
the "buddy system," the practice of appointing
friends to committees just because they are friends.
- Look
out for the "cliques" in which a small group
attempts to control the club through committee chairs.
- Do
not wear out the club "work horses" by re-appointing
them year after year. Don't wear them out just because they
are good, willing workers.
- Do
not appoint members just because their occupational and
professional pursuits qualify them for a certain committee.
What the individuals may really want may be something entirely
different.
- Some
companies urge their employees to participate in service
club work and even provide free time, pay dues, etc., while
others do not. Check on this point before making appointments
that require time during business hours.
- Try
to appoint harmonious groups that will work well together.
Committee
Structure - Table of Contents
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