Successfully running a steering committee meeting is an achievable goal for any project manager, if and only if both the project manager and the meeting are well-prepared.
As mentioned in a previous article: half-decisions lead to chaos as this is likely the top KPI for both the project manager and the steering committee meeting.
Have all necessary decisions been made during this meeting? What would happen if they weren’t or only partially? Did the project manager provide enough information for all decisions to be made?
While the last two questions should be addressed during the steering committee preparation, the first question will drive the meeting’s success. This article highlights the steps to take to guarantee that expected deliverables are obtained.
This is why it's very important for the project manager, with the sponsor's support, to clearly explain any ground rules. In many organizations, the project manager may have less seniority than the top managers attending the steering committee meeting. Yet, like when dealing with other non-hierarchical stakeholders, they must drive progress and secure the necessary elements for the project’s success.
Keep in mind that the project manager represents the sponsor and their intention to move ahead in the agenda. They must be able to refocus the meeting and manage disruptive events or personalities that could throw off track the steering committee meeting.
The project manager must also be decisive and stand his ground (in alignment with strategic goals approved with the sponsor) to guide the project in the right direction and enhance operational efficiency. Seeking universal agreement at all times can be a waste of time or even lead to a deadlock.
It’s not about making autocratic decisions without considering other stakeholders' viewpoints, it’s about establishing a framework for focusing on what matters. Setting aside distractions based on the information the sponsor and project manager possess and working in the best interest of the company. In the end, these two individuals are expected to have the clearest vision of the project.
Issues like power dynamics or change management can create tensions and frustrations amongst project stakeholders.
It’s important to resolve any tensions and frustrations outside of the steering committee meeting, ideally beforehand, to maintain the project's effectiveness and positive direction. Addressing these issues early on can help prevent unnecessary doubts about the project’s feasibility or value.
The project manager must identify beforehand what is causing tensions or frustrations and for who, in order to take the right actions. The project manager should consider stakeholder objections or concerns, address them and if disagreements remain unresolved involve the sponsor for further support. While this can be challenging, a transparent and honest approach from the project manager should help maintain trust and avoid damaging relationships with stakeholders.
The most critical issue may be unspoken concerns, as they can significantly affect the risks and challenges of the project. The project manager must create an environment of trust and encourage participation from those who may remain silent, either due to peer pressure, fear of speaking in front of senior managers or simply because they are not involved enough. It's important to dig deeper if you feel that not everything is being said.
This issue often leads to many non-decisions and poor information flow. Whereas it could be easily avoided with proper preparation and an efficient timekeeper.
Making sure there is enough time to talk about key points is important (consider running a rehearsal if you are unsure about timing). Moreover, it's essential to manage time well during the meeting by controlling time-consuming events, such as monopolizing discussions, digressions or unproductive behaviors.
The project manager must ensure that by the end of the steering committee meeting, all decisions, arbitrations and unresolved issues have been addressed. The meeting should:
A visual approach, when properly used and well-crafted, can be a powerful way to center the meeting around important matters. It efficiently presents key information in an organized and concise manner, helping decision-making and conflict resolution during the same meeting.
Which project and company members should be gathered for the steering committee meeting you're leading? Here are some key points to ensure decision-making and smooth execution of this important moment:
One of the project manager's tasks is to be aware of the perspectives and biases of the committee members throughout the project, especially regarding conflicts or objections. The project manager must have a strategy to address these, in alignment with the sponsor.
In larger companies, internal politics and personal interests often appear. Some individuals may seize opportunities to gain recognition or slow down a project's progress if it doesn't align with their personal goals or responsibilities.
Understanding how the project's progress impacts on stakeholders helps the project manager anticipate one of the main causes of failure: human factors, fear of change and power dynamics.
It is the project manager's responsibility to understand and analyze these aspects early on in the project to defuse potential risks, either by implementing win-win strategies or involving the sponsor to refocus on the company's overall interests.
Not taking personal offense to resistance allows the project manager to leverage the blockers' personal goals and align them with the project's goals, turning challenges into opportunities for progress.
It's essential for the project manager to adapt their communication based on the audience's information needs. The steering committee often includes senior management or executives, so the presentation should be more "high-level." Focus on aligning the project overview with company goals, strategies and critical decisions. Avoid going into too many details but ensure there's enough context to allow informed decision-making.
Detail management should remain in the operational scope. The project manager’s role is to summarize and highlight what worked well and what problems occurred, just enough to understand the issue, nothing more.
Top managers and board members are there to make key decisions about project direction or resource access. So, regroup detailed concerns behind a larger issue or a key decision, making the handling of details more apparent and manageable for the project manager.
Unless you intend to confuse your audience or leave them with more questions than answers, the project manager must simplify technical concepts, focusing on the essentials. Provide just enough detail to avoid seeming unreliable or incomplete.
The project manager can afford to be imprecise on some technical matters, but must never ever be wrong. Decisions based on inaccurate data will always emerge as significant risks or causes of failure. Cross-referencing multiple information sources guarantees clarity and prevents errors during steering committee meetings
For a successful steering committee meeting, the project manager must align operational details with strategic goals. Without providing this context, stakeholders may not see the relevance or be used to diving into execution details.
The project manager should actively provide solutions within the overall vision and engage in "high-level" discussions. While not responsible for making final decisions, their role is to facilitate decision-making by framing issues, guiding discussions, and positioning others to arbitrate effectively.
In steering committees, risk management is often discussed, but it's equally important to promote successes and achievements. By celebrating wins and highlighting what worked well, you can foster a positive atmosphere. Ritualizing praise and recognition boosts team morale, enhances project dynamics and strengthens stakeholder engagement.
This positive reinforcement will encourage better participation and help drive successful outcomes for the company and end users alike.
Make sure you know which objections can emerge ahead of time, and be prepared to set aside any that stray from the agenda.
If the meeting faces significant challenges (aggressive or rude members, refusal to move forward, palpable tensions), you must act! Take a break, analyze the situation, and work with the sponsor to take corrective action.
Without diving into an exhaustive list, three recurring cases can be identified.
Concerning individuals who tend to dominate the conversation or digress, you must refocus their comments on the meeting's goals, emphasizing that you’ve heard their concerns and will address them later. If this isn’t enough, use one of their points as an opportunity to give the floor to another member, ideally an all, who will naturally steer the discussion back on track.
For aggressive or consistently oppositional members, calm the discussion by focusing on factual, objective points. Encourage the most resistant participants to offer solutions to their own objections, therefore fostering a more constructive approach.
If their only goal is to unsettle the facilitator or disrupt the meeting and they are not willing to contribute to finding solutions, calmly remind them that those who aren't part of the solution are part of the problem. For quieter members who may not speak up, it's important to encourage their participation by enhancing the value of their input and expertise
The facilitator or project manager won’t always be in the best position to handle every objection or manage all behaviors that have not the best project’s interests at heart. It's important to rely on other team members who are more legitimate in certain situations to step in and defuse tensions.
Moreover, the project manager should build a team of strong promoters who share the same vision, helping to drive the project forward. The more powerful allies the manager has, the more effective their actions will be in advancing the project without damaging relationships with other departments or teams.
To find solutions, there must first be problems, and it's very important to identify them well.
If there’s one area where a project manager should excel, it's in identifying and resolving risks and issues. Risks are potential problems, and being able to anticipate upcoming challenges is the top skill a project manager should have (also known as "raising flags").
There’s nothing particularly groundbreaking about combining "project management" with "risk management" and "problem solving." The secret lies in adopting a pragmatic approach and focusing on what’s essential. The more a project manager gets rid of unnecessary elements from the project, the fewer risks and problems will arise. Every new aspect, change, or added feature in your project should be evaluated through a "risk/reward" lens to make sure it’s worth the potential challenges it may bring.
If the project manager cannot control a risk or problem, they must proactively seek solutions to reduce its impact if it arises. They should also rely on their sponsor or the steering committee for decisions that are difficult to make.
What's the link with running the steering committee? Well, problems can escalate during these meetings and the project manager’s role goes beyond simply raising the issues. They must provide solutions and strategies for the sponsor or steering committee to consider for resolving them.
Ever been stuck in a meeting that seems to drag on endlessly? And you start thinking about everything else you could have accomplished if you weren't trapped listening to someone who takes way too long to make their point. It's not always because the person likes listening to the sound of their own voice, but often because they aren't communicating effectively. The modern project manager must be concise, direct and keep the energy level running high to maintain engagement and ensure a productive steering committee meeting.
The 2.0 project manager should avoid long-winded talking, especially when presenting to top managers in a steering committee. These leaders, who are very busy otherwise, value concise, direct and energetic communication. Therefore, meeting preparation is essential. The energy of the meeting mirrors that of the project manager, so a dynamic facilitator keeps the team engaged and focused.
If the project manager lacks energy, the meeting will feel overly long, potentially leading to boredom and disengagement. While leading meetings effectively isn't always easy, it can be learned and developed over time with experience. By following a few strategic tips, such as preparing well, adjusting energy levels and introducing engaging elements, the project manager can avoid this scenario and maintain a productive and lively atmosphere.
To enhance meeting flow, use collaborative presentation tools and break free from traditional meeting spaces to maintain momentum. Effective leadership in meetings requires practice and experience but can be learned through preparation and strategic communication.
An optimal time management strategy involves delegating the role of time-keeper to someone other than the project manager. This allows the project manager to focus on facilitating the steering committee and guiding the discussion.
The ideal time-keeper is an engaged team member who understands the importance of covering all key agenda points. This person, who should have influence or some relationship with the committee members, can help maintain the meeting's flow and provide support in moderating discussions or keeping participants on track.
Beyond managing digressions and monopolizing the conversation, it’s a good idea to add some buffer time during the preparation phase to account for unexpected delays.
Let's be clear, a steering committee meeting is like any project: no matter how well prepared, surprises can happen. So, it's better to anticipate them. And if all points are covered before the end of the meeting, no one will mind, as it will be seen as such an efficient use of time.
The meeting facilitator cannot effectively manage the meeting while also taking notes. Ideally, assign someone meticulous and supportive of the project to ensure that all information is written down accurately. Provide them with a note-taking template that aligns with your company’s meeting minutes format.
Taking notes is important for acknowledging participants' contributions and formalizing decisions made during the meeting. It helps outline the next steps, identify who is responsible for each task and guarantees clarity for upcoming project milestones. Additionally, well-documented notes reinforce a sense of discipline and serve as a moral contract to guide the project's progress.
And remember: continuous improvement of steering committee management is key!
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