“Hi all. Here’s the new website copy. What do you think?”

Every time this phrase is uttered, somewhere a copywriter loses her wings.
It’s the moment The Committee has been waiting for. All those pristine sentences, so open and vulnerable, just waiting to be plucked of their unnecessarily bright feathers.

Actually, The Committee isn’t as feather-hungry as that.

What The Committee is really looking for? Reassurance.

Making decisions by consensus has worked out well for them so far. It makes sense they’d want to apply this proven system to the marketing process, too. But because they aren’t always sure how to give feedback, they want reassurance in the form of structure and limits. What they don’t want is to approve something and to then find out they were wrong, and should have examined it more closely.

I’m pleased to report I have wrestled with The Committee and have finally won out over it.

Sometimes The Committee is just one guy. But there’s also The Committee in the one guy’s head. And there’s The Committee inside your head, too. So, when there’s literally a Committee, you’re really dealing with a Committee talking to a Committee talking to a Committee of Committees. You see how crowded it gets?

This post details my findings on what to say to The Committee when there’s literally a committee.

Step 1: Identify the primary Decisionmaker.

If you’re putting together a proposal, identifying the decisionmaker is easy. You’re already talking. The project itself is much like the proposal. Someone has to take the lead on gathering feedback and incorporating their changes. The higher-up in the organization, the better. But not always. Some decisionmakers take a more collaborative approach—particularly at nonprofits and educational institutions. In that case, you might want to enlist the help of a wing-person. (see below)

Step 2: Use the proposal to detail reviewers’ involvement.

Additional reviewers mean additional revisions and support, which should be built into the process. A Committee’s existence and involvement should never take you by surprise.

Step 3: Identify potential Wing-person.

This is someone who works closely with the decisionmaker. Sometimes a manager, sometimes an assistant, sometimes a partner. They are in a position to help you—and you can help them help their team. Do unexpected favors for this person and generally treat them like your favorite aunt, the one who always brings cookies.

Step 4: Help The Decisionmaker educate and influence The Committee.

The Decisionmaker ultimately wants you to look good—because that makes them look good for hiring you. Give them an ounce of guidance and send them on their way with sample emails and checklists so they don’t have to think about it. (Please see my Delicate Flower Feedback Checklist for more information.) Checklists are always appreciated. I’ve never met a decisionmaker who didn’t love an email template with a checklist. You’ll want to include information on the project and its goals, as well as a way to position the request, such as: ‘Please limit your feedback to any factual errors or inconsistencies at this time.’

What to Say When The Committee Is Running Wild in the Streets

So, you’re on your 15th iteration and your draft has been plucked of all personality. Now what? Here are a few fun tips:

Thank them for their thoughtful feedback. Look for the truth in what they’re saying and make any changes that support the goals of the piece.

Push back where necessary. You can say something like, “With emails, it’s important they be somewhat informal. If they vary from that, almost always the response will decrease. Based on my experience with what works, I would recommend we stick with this version.”

If all of the above doesn’t abate the deluge of revision attempts, you can have the decisionmaker or wing-person send this email:
“I think we’re ready to wrap this up. Anyone have any last factual edits to this before we finalize? If not, I’ll take no response as your approval to move forward with this final version.”

I hope these are a nice starting point for your own work as you gather feedback from committees—so you can produce a better outcome through collaboration, without anyone plucking your wings.