How to run a successful task force

In union there is strength. That’s understood by those charities who, despite various challenges, find a way to stand together and collaborate on a shared problem.

 

Task forces are one such way for charities to work together. They may be formed because charities want to co-ordinate their efforts to achieve the same goal, or because they are all experiencing the same fundamental or recurring challenge.

 

In this article, we explore how to run a successful task force, from involving the right people to organising action.

 

 

Set clear goals and expectations for your task force

 

Start by putting the purpose for the task force into words. What problem does the task force need to address? Based on this, clarify the goal for the task force using the SMART method. That means making sure it is:

• Specific. Give as many details as you can about the goal and how it will address the problem
• Measurable. Identify how you will know if the task force has reached its goal
• Achievable. Make sure the goal is realistic for the members of the group within the timeframe
• Relevant. Speak to the task force to ensure everyone agrees that the goal is appropriate to address the problem
• Time-bound. Agree a deadline for achieving your goal to help the group maintain focus and steady progress

It’s best to keep it simple and tackle one goal at a time. This can help you avoid getting lost in the complexity of the problem you’re trying to address and make the most of the group’s time.

 

 

Involve the right people in your task force

 

Involving the right people in the task force is pivotal to making it a success. Members should have a good level of expertise on the problem the group is working to solve, to make sure the group’s outcomes are well-informed.

 

Everyone in the task force should have a shared commitment to its goal and agree about its value. That ensures that the group is motivated and productive.

 

Diverse perspectives are crucial. Having multiple points of view can help the group overcome hidden biases and incorrect assumptions. It allows groups to embrace new ways of addressing problems that can in turn create new results.

 

Group members should be open-minded to others and willing to share and collaborate. By breaking down siloes, it’s possible to make whole systems  more effective.

 

The task force co-ordinator can foster the right tone for meetings by creating space for positivity, celebrating progress and giving credit for members’ contributions.

 

 

Walk before you run

 

Accept that progress may be slow at first while you lay strong groundwork of understanding between task force members.

 

That will involve reaching a shared understanding of the angle from which each person is participating and where their broader priorities lie. For example, you may tackle  different aspects of the same problem in your broader work, and in different ways.

 

Each member may have different pressures on their work. Pressures might depend, for example, on the type of funding used or the nature of the services they deliver.

 

Understanding these subtleties can help you work more effectively as a group in the long-term, being familiar with the bigger systems around your work and even enabling you to spot new opportunities.

 

Similarly, it’s good for each member to communicate their resources and constraints in acting for the task force.

 

Resources could include relationships with policymakers, service delivery or marketing capacity, in-house expertise, a physical venue, and much more. Constraints could include limits to time available, limits created by insufficient digital technology or skills, limits to what the charity can legally do, and more.

 

Creating this clarity can help the group use members’ resources effectively, know each other’s limits, and potentially even pool resources to overcome constraints.

 

To create a solid shared understanding to build from, you could create a systems map. This is a visual representation of the system you are operating within and can help the task force intervene more effectively.

 

 

Use time well in your task force

 

In arranging task force meetings, use time purposefully. Participants should feel their involvement is worthwhile and the task force is ultimately more productive towards its goal.

 

When inviting members, provide all necessary details (who, what, when, where, and why the meeting is taking place). This can help members turn up prepared and make the most of the meeting.

 

Using the same agenda points each time, each oriented towards achieving the task force’s goal, is a good idea. Share the agenda well in advance of meetings to allow members to add their talking points and give them time to reflect before the meeting.

 

Have a notetaker and timekeeper in the meeting and share recorded notes after each session to help keep everyone on the same page.

 

 

Take agreed-upon actions

 

It’s all well and good to meet regularly and discuss what needs to change, but it will not be effective unless you act on what you have discussed.

 

Use meetings to attribute actions to members of the group and create accountability by checking whether actions have been completed in the following meeting.

 

In agreeing actions, set realistic timelines and stay on track by ensuring actions have a clear link to the end goal of the task force.