Page 158 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

The Diagnostic Process 143

The steering committee membership should represent the part of the orga-
nization’s structure that reports to you, functional reporting lines, levels of
responsibility, and experience. But it should not be so large that decision mak-
ing becomes unwieldy. Depending on the size of your organization, a group
of 6 to 10 is an ideal representation and concentration of power. The larger
the group, the more difficult it is to arrive at a consensus, and the more vul-
nerable the group becomes to the will of a strong chairperson, who tends to
be the one with the most information. If you want to involve a larger number
of your staff, you can ask them to work on task forces or on subcommittees.
Steering committee membership should also represent the department’s
formal and informal power structure. Appoint primarily those in designated
roles of authority, most of whom will be members of your management team.
Appoint people who are respected and can represent others. Appoint indi-
viduals that you plan to “stay on the bus” in important roles. That they have
earned a leadership role or are viewed as influential means not only that they
are generally knowledgeable but also, because of their power and influence,
that they are key to implementing the committee’s recommendations.
It is important to appoint key informal leaders at all levels in the organi-
zation, including those not necessarily in officially designated leadership posi-
tions but whom department members respect and listen to. Some of these
people may be at different levels on the organizational chart, but they will cre-
ate an informal constituency. They are, and represent, important stakeholders
in your organization. These people can be expected to make strong recom-
mendations and explain steering committee decisions to their constituencies.
They will be able to build support for recommendations in which they par-
ticipate. In some organizations, these people may represent labor, line super-
visors or coaches, and managers of administrative staff.
The selection of steering committee members should be thoughtful; it
should not be manipulative. Choose people on their merits, their potential as
leaders and as energetic problem solvers. They should be respected and influ-
ential members of your organization. The recommendations that the com-
mittee generates and implements will affect the entire department or
organization and must speak for all involved. People must feel that the com-
mittee was fairly selected and represents all viewpoints and constituencies, not
just those that the established leaders may favor. Beware of stacking the deck.
Diversity of opinion will generate a better solution as long as the group
members listen to each other and use effective group processes. A classic study