This document discusses when and how companies should use teams, task forces, and committees to accomplish important work. While these groups can help bypass bureaucracy, the author cautions that their use may also indicate underlying issues within the core organization. Before launching a special group, leaders should consider whether it will work around capability or performance gaps that have not been directly addressed. If so, the leader needs to model addressing such issues constructively to build a respected organization and develop their people. Special groups should not perpetuate mediocrity, and their recommendations still require proper implementation.

1. ELECTRONICALLY REPRINTED FROM JUNE 2011
SMARTBUSINESS
INSIGHT. ADVICE. STRATEGY: PITTSBURGH
_ Leslie W. Braksick, Ph.D. I
TEAMS, TASK FORCES AND COMMITTEES
How to tell if and when you need them
CEO lacked confidence in the that same thing.
Companies human resources organization Another issue to watch for
often launch special project but that feedback was never is how implementation of
teams, task forces and shared directly with HR. It was, project team recommendations
committees to get important however, shared obliquely with are handled. Because the
work done. Often it makes others when they asked why team was structured from the
great sense: charter a HR was not leading this effort.) outset to work in parallel to
small group with a distinct A team is pulled together to the core organization, there
purpose, let them work determine if a new product is no "permanent horne"
quickly, and get their findings/ line, targeting a growing or ownership for what is
recommendations. demographic, makes sense. recommended, let alone
These special teams offer (Corporate's new product what is implemented. This is
tremendous advantages. They development group and head a serious problem, because
give executives the chance of innovation were both the game is won or lost on
to observe different people's bypassed when this project execution, not on the greatness
performance. Special groups was launched. And the special of the ideas.
can bypass the team was told to keep its work So what should your
bureaucracy and confidential until they were takeaways be? First, sometimes
avoid organizational told otherwise.) using special project teams is
churn that You have to stop and ask: exactly the right thing to do.
mainstream efforts was a special project team However, before you launch a
can stir up. There really necessary in each of special project team, task force
are all kinds of these situations? Or did the or committee, ask yourself:
benefits for using executives opt for special are you working around a
special teams. teams because they lacked capability or performance gap
However, lurking confidence that those who in your own organization? If so,
behind the launch would normally be responsible have you dealt with the people/
of special project could perform the quality of performance concerns directly
teams may be an work they were seeking? And - in a caring, yet clear and
unacknowledged if they lacked such confidence, constructive way?
dissatisfaction with did they give the individuals And second, if you want to
those accountable who hold those jobs the be a respected leader whom
for that work. Rarely respect of telling them, which others look up to and if you
are there honest would have been a step toward want others to freely discuss
conversations with helping them get better? the "real issues" and to address
them about why the I would say this: If, in fact, performance issues, you need
project team is being the special project teams are to be the first in line to model
launched instead of asking them a workaround, then the first the right behavior. As a leader,
to either perform or oversee the one who needs to change people are watching you for
work. Rarely are they given such behaviors is the executive in cues all of the time. Be the
caring feedback, which might charge. Delaying the dealing leader you want and expect
help them to actually get better. with a performance issue others to be. «
Let's consider a few real-life or competency gap only
examples: perpetuates mediocrity in the
A team is formed to evaluate organization and weakens the
a potential joint venture in leader's effectiveness. Imagine
China. (The head of strategy if the whole organization did
and business development
group were bypassed for this
important work.) LESLIE W. BRAKSICK, PH.D., is the co-founder of CLG Inc. (www.clg.com) and author of
A small group is assigned "Preparing CEOs for Success: What I Wish I Knew" (2010) and "Unlock Behavior, Unleash Profits"
to evaluate the organization's (2000,2006). Braksick coaches and consults with top executives and their boards on issues of leader-
culture change needs. (The ship effectiveness, succession and strategy execution. She can be reached at Ibraksick@clg.com.
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