It Doesn’t Have to Die in Committee

If your board meetings – like those of so many organizations – suffer from overstuffed agendas, unbalanced discussions, or underutilized strategic brainpower, the problem may have started long before the “call to order.”

Effective committee meetings are the building blocks of good board meetings – helping to establish the collaborative culture, high engagement, and sense of accomplishment that you want from full meetings of the board. Those blocks can be a sturdy structure standing on a strong foundation or wobble like the losing round of Jenga.

Many of the issues we see at board meetings can be traced back (and intercepted) at the committee level. For many board members – and most staff – committee time makes up a larger share of their board experience than full board meetings.

Committees give individual members a greater voice in shaping the structure and design of the big issues the board addresses. Five people in a one-hour meeting can each contribute more than twenty people in a two-hour meeting (except for your monopolizers, who can use up all of either format – topic for another blog post).

They’re also a chance to strengthen governance by developing partnerships with staff leaders beyond the executive director. For staff, this is an apprenticeship opportunity – an invaluable chance to learn firsthand about board management in partnership with the executive director.

And still, most organizations spend less time on structuring committee meetings than they do planning full board meetings. Each committee chair builds their own house, staff often drive the design for the busy chair, and there’s a whole lot of MacGyver-ing going on.

Of course, like most organizational issues, it’s not a total mess.

Some committees naturally have a stronger frame – like finance and audit – because their purpose is clear, their annual plan aligns directly with fiduciary duties, and deadlines are built in.

Others – think development, governance, program, communications – often feel like unfinished rooms just waiting to be turned into a study, bedroom, or meditation space.

Is it any wonder that board meetings are challenging to organize – mostly a string of reports with no discussion or debate, and lopsided discourse that leads anywhere but a decision?

Planning, Not Guesswork

Now, anyone who knows me will tell you that I am the last person who should advise on building anything three-dimensional. The timeline of my life is punctuated by hammered thumbs, leftover parts, and abandoned projects.

But when it comes to building something without literal measurements, nails, or trips to Home Depot – like a committee meeting – I am all about blueprints, clear workplans, and quality materials that produce enduring structures:

• Clear charters – a document that outlines the purpose, authority, responsibilities, and operating guidelines of each committee.

• Clear standards and practices for board and staff partnership

• An approach to building meeting agendas that helps the committee fulfill its stated purpose

• Clarity on work between committee meetings and the way to report back to the full board

Some focused attention on these four items will lead to better discussions, stronger working relationships, and better outcomes.

Charters – Your Blueprint for Success

Charters are the blueprint for a committee’s success. Done right, it connects the committee’s work to board work and back again – erasing much of the gray area that grows like mold in organizations.

Purpose – The Committee’s Foundation

A brief description (one or two sentences at most) of why the committee exists and how it supports the mission. Don’t scrimp on the foundation. It’ll cost you later.

Membership – The Crew

An outline of who can serve, how members are appointed, ideal/minimum numbers, attendance expectations, qualifications, and diversity of experience.

Responsibilities of the Chair – The Foreman’s Manual

Ensuring the team works well and projects stay on track – convening meetings, setting agendas, liaising with staff, ensuring minutes are taken, and reporting back to the board.

Reporting – Progress Updates

How often and in what format the committee reports to the board.

Responsibilities – The Statement of Work

The core activities, deliverables, and monitoring duties. You can augment this list annually with a detailed plan for the upcoming fiscal year.

Staff Support – Your Co-architect

Clearly identify the main staff contact and any other key personnel. They are your go-to resource for thought partnership and project support.

Meetings – Your Work Schedule

How often the team meets, what constitutes a quorum, and who maintains records of meetings and minutes.

Authority and Voting Power – The Decision-making Pipeline

Whether the committee has decision‑making power or is strictly advisory, as well as who on the committee has voting rights (e.g., board vs. non‑board). Most committees have only the authority to raise issues to the full board.

Charter Review – The Site Walkthrough

How often the charter is reviewed and a process for proposing and approving revisions.

Clarifying roles is critical, but execution is the key to success – the effectiveness of a committee is equal to the strength of the partnership between the staff and board.

Charters provide clear divisions of duties, but staff will inevitably enable the committee chair to set the tone, ensure mission alignment, and lead meetings. Beyond providing content, planning, and following up, staff serve as trusted advisors for chairs – understanding trends related to the mission and the organization’s capacity.

Together the chair and staff point person can develop strong annual plans that fortify the work of the committee in service of the mission. Co-creation of agendas and open communication are key – it’s less important who starts the conversation than that both are involved.

A well-built charter is more than a piece of paper – it’s a durable structure that helps you weather changes in leadership or direction without losing momentum. Build it right, and your committee will stand strong for years to come – and you will feel the difference in every board meeting.

Bringing the Blueprint to Life – The Meeting

A well-crafted charter is your structure, but the real test comes on move-in day – your committee meeting. Even a beautiful structure can hide horrifying design errors: snooze worthy updates, confusing hand-offs between the chair and staff, and meandering conversations.

A productive committee meeting is like stepping into a well-designed room – every element has its place and purpose before anyone walks through the door. The agenda is shaped by the committee’s annual goals and workplan, not by whatever happened to catch your eye at the second-hand store this week. When each item fits within the committee’s responsibilities, members know exactly why they’re there and how their presence contributes to the overall success.

• Open with a tour of the space – a brief reminder from the chair of the committee’s purpose, where you are in the annual plan, and what you’ll accomplish today.

• Place the main features up front – take on high-priority discussion and decision items first.

• Assign tour guides – clearly identify who will lead each discussion and who will follow up so your committee members don't miss anything.

• Leave space to step back – end with a quick review of decisions made, actions assigned, how the meeting supported the committee’s goals, and what needs to be reported back to the full board or executive committee – much like a final look at a finished room to be sure it feels right.

Just as a charter lays the blueprint for what the committee is meant to build, the meeting plan is where you breathe life into that structure, making the space both functional and inviting. Clarifying roles helps you make sure your lighting expert isn't choosing your furniture and vice versa, although they may share a few opinions with one another. The partnership between staff and the committee chair keeps the vision consistent, ensures each choice aligns with the mission, and turns plans into comfortable living spaces.

When staff and chairs co-create agendas and communicate openly, it’s less about who picks the paint color and more about how the whole room comes together. A well-built charter is solid architecture, and a well-planned meeting is well-executed design. Design it right, and your committee will stand strong – while your board enjoys the benefit of a space where good ideas don't die in committee.

Want to build strong committee practices? Let’s talk. Email me at gary@garybagley.com or DM me on LinkedIn.