From Necessary Evil to Strategic Asset: Making Nonprofit Committees Work
Most nonprofit leaders have had their share of frustrations with committees—and, unfortunately, they often have good reason. In many organizations, committees drain time, create more work, and fail to achieve anything of real substance. They may feel disconnected from the mission, volunteers burn out, and finding replacements becomes increasingly difficult.
That said, it’s important to acknowledge one critical truth: committees are not the problem—poor design and management are. Committees can work for you. In fact, when structured and led well, committees can take work off your plate and help move strategic initiatives forward. Here are three keys to making that happen.
First, committees need to be clearly defined by the board. Committees are either standing—meaning they are established in the organization’s bylaws—or ad hoc, meaning the board creates them for a specific purpose and a defined period of time. Either way, the board must clearly define the type of work the committee is responsible for and its ultimate purpose. From there, committee members should further clarify their roles, expectations, and how their work supports the organization’s overall strategic plan.
Second, every committee needs a strong chairperson. If it’s challenging to find an effective board chair, it’s no surprise that committee leadership matters just as much. Committees live and die by the quality of their leadership. A committee chair serves as the organizer, facilitator, and accountability partner the group needs. Chairs set and distribute agendas, keep meetings focused and productive, ensure minutes and action items are captured and shared, and serve as a liaison between the committee and the board. Investing time in training committee chairs so they understand their role and have the right tools is well worth the effort.
Finally, make sure you have the right people at the table. Too often, nonprofit leaders feel pressured to fill committee seats with anyone who is willing. While well-intentioned, these individuals may be harder to engage and may lack the skills or experience needed to contribute meaningfully. Instead, recruit intentionally. Look for specific skills, lived experience, and diverse perspectives that will strengthen the committee’s work. It’s also important to normalize non-board participation. Committees can be an excellent way to engage volunteers from outside the board and serve as an on-ramp to future board service.
Implementing these steps to create well-functioning committees does take work—there’s no denying that. However, it’s far better than the alternative: constantly bemoaning the existence of committees that don’t deliver value. Wouldn’t you rather feel energized by your committees’ progress? Wouldn’t it be a relief to know you have a group that is thoughtful, strategic, and deliberate in its work?
High-functioning, effective committees are possible. And you can lead the charge to make that change. If you could use some encouragement or technical expertise along the way, contact us at Mustful Strategic Consulting. We understand the challenges—and we’re eager to help.