If you’re in the association field long enough and work with volunteer leaders, you’ll experience a range of partnerships with non-governance committee chairs. Not all volunteer leaders understand the role of a staff member who manages an advisory, steering, or program planning committee. Fortunately, there are ways to set the chair and yourself up for a productive partnership.

During a recent sharing session, my fellow directors in the Association of American Medical Colleges’ (AAMC) Constituent Engagement Unit and I reflected on our decades of experience. We started with a case study. The conversation quickly shifted into real examples of successful strategies we’ve used throughout our careers to foster beneficial relationships with committee chairs.

Start With the Chair-Elect

The best time to establish a productive partnership with a chair is long before the person’s term begins. Most advisory committees have a formal chair-elect position. Engage the chair-elect with the chair term in mind. This work can even start when the person is identified and isn’t in the chair-elect role yet.

Have a chair-elect-to-chair transition plan in place. This should include a conversation about goals, expectations, and what a successful volunteer leader and staff member relationship looks like from both perspectives. The discussion should cover communication, decision-making styles, and aspects of the role itself, including the formal role guidelines. Be sure to share guiding documents for the position and committee.

Consider having an editorial calendar for the officers’ and committee’s work. This can be a simple document that lists the activities by month, or it can be a more comprehensive and detailed spreadsheet. The calendar can guide a conversation about the role. It can also help the volunteer plan ahead and keep you both—and the work—on track.

If your relationship with the current chair is a positive example, highlight concrete instances of how you work together. This can offer a road map. Ask the chair-elect to share thoughts on the examples and other suggestions of how to partner.

If the current chair’s partnership isn’t as productive as you’d like, don’t mention it. Emphasize that each term is different, and that the chair-elect has the opportunity to shape theirs.

You could ask a successful past chair to join you in meetings to share their perspective or mentor the chair-elect. This could be for one session, multiple meetings, or an ongoing relationship. Whatever the time frame, the connection can offer benefits to both volunteers.

This could turn into a regular mentoring program for the chair-elect role involving past chairs, which would support current volunteer leaders, engage veteran constituents, and develop more connections within your community.

Continue the Conversation with the Chair

As the beginning of the chair’s term nears, it’s time to revisit the conversation about goals, expectations, and how you will work together. Dig deeper into what the person wants to accomplish during their tenure. Refer to the committee’s workload calendar, and be clear about what you need as staff on projects. If you haven’t had any of these conversations yet, it’s best to talk before the term begins.

At the start of the term, schedule a midway check-in meeting specifically about the partnership, or set up meetings at multiple points in the chair’s service. This can set a positive and productive tone upfront. Along the way, it can help you confirm the status quo, course- correct, or unearth issues before they become problematic.

As the term progresses, if the relationship isn’t as productive as you’d like, look for little wins and build from there. Consider channeling the leader’s energies into a special project of interest that aligns with the community’s or association’s goals. You could ask the chair to work on an important need that hasn’t been addressed yet. If the person’s focus is too in the weeds, offer them a project that involves high-level thinking. You can also engage a past chair as a short- or long-term mentor.

Reflect on Your Own Approach

Volunteer leaders typically cycle through more often than staff. Still, it’s helpful to think about your own working style and how you might need to adapt to a new leader’s approach.

Be open to changing your communication methods. You may need to adjust in other ways and meet the committee leaders where they are.

At its best, a staff and volunteer leader collaboration can be engaging and enjoyable—and even a lifelong connection. By preparing the chair-elect, establishing regular processes with the chair, and reflecting on what you bring to the relationship, you can build a strong foundation for a productive partnership. And if that doesn’t work, don’t hesitate to rely on the collective wisdom of your colleagues.