You’ve been on an intergalactic committee before—you just didn’t know what to call it. An intergalactic committee looks like a meeting or “task force” with dozens of people—multiples of delegates from each function of a big organization who are brought in to represent small distinctions relating to their discipline. While a few participants meaningfully contribute, tangential ideas seem to suck all the oxygen out of the room, hampering efforts to address the important challenge at hand.
Supernova: How intergalactic committees grow unwieldy
How does an intergalactic committee form? The forward button on a meeting invite. The idea that there’s a correlation between the priority of a project, the titles of those involved, and the number of people enlisted. The well-meaning premise that one’s colleague might not be able to bring every detail we possess, or that everyone needs to be on the committee to stay in the loop.
I remember years ago when we were building a new product within AT&T. We used the code name Project Zig, initially because the product was meant to be disruptive—we’ll zig when they think we’re going to zag. We held a kick-off meeting where two members from the project team walked through the highlights. More than 50 people from all areas of the business joined the meeting, driven largely by FOMO (fear of missing out). While we appreciated the interest, the sheer volume and types of niche questions were not productive.
When my small, dedicated Zig working group peeled away, it felt like we were flying—and “zig” came to represent the speed and productivity we experienced with the smaller squad.
The power of small, aligned teams
Jeff Bezos has the two-pizza rule, which can be further simplified to a one-pizza rule: Keep the group small enough that everyone gets a slice. Eight attendees or less. Small teams encourage equal participation, and the heightened transparency leads people to be more selfless in their contributions. It’s hard to hide self-serving motives or organizational territorialism in a small circle. Each department should have only one empowered representative. Team members should be chosen based on alignment with the mission, not only their job title. Once the specialized delegates are in the room, they should have a broad remit and equal latitude to ensure that truly new approaches are fair game.
A clear leader is essential to harnessing the collective brain power of a group. While everyone gets a voice, not everyone should have a vote. There should be only one decision-maker, singularly focused on bringing the outcome back to the mission. That individual needs to consider all inputs and clearly articulate the decision and path forward. The team should engage in healthy, respectful debates, but all team members must be supportive once the direction is set. Clear communication on why a decision was made, and what is expected as a result, is critical to ensure alignment and speed of action across a broader organization.
We should steer clear of intergalactic committees as we tackle challenges, assemble teams, strive for swift impact, and evolve as leaders.
Of course, the essence of a high-performing team transcends merely avoiding pitfalls; it is fundamentally about envisioning and reaching our desired objectives. The key lies in establishing clear priorities that align with the mission and empowering team members who are accountable for delivering on that mission. When we unleash a small, empowered team to address our most formidable challenges, we pave the way for remarkable achievements.
The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.
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