This information came from a document prepared for the Hilary Commission. It is available in full from sportnz.co.nz as a .pdf file |
Managing Meetings Effective face-to-face communications at meetings are essential to build and maintain successful organisations. Everyone wants productive meetings which are well managed. There are two types of meetings: Formal Informal This resource covers both types and clarifies key elements for their success. Formal Meetings Pre-meeting *The chairperson always calls for, and decides on, the agenda items with the secretary/adminstrator. *The chairperson liaises closely with the secretary on meeting arrangements, speakers, format and any other arrangement that will help make the meeting successful. *If it is a committee meeting, it is useful for the committee members to be reminded about the meeting and any tasks which should have been completed. During the meeting -The meeting starts on time. -The meeting is conducted in the order set out on the agenda. -The agenda determines the order of the business. -The chairperson welcomes and thanks all members for being present, makes a few introductory comments and declares the meeting open. -Apologies are called for and read out. A record of those who are present is kept. The chairperson puts a formal motion that the apologies are accepted. A vote can be taken and the result recorded. Any absentees are also recorded. -The accuracy of the previous meeting's minutes are confirmed by those present at the meeting. (Minutes should have been circulated prior to the meeting.) The motion of acceptance has to be nominated and seconded. -Matters arising from the previous minutes are discussed (unless they appear on the agenda). This discussion should be brief. If the topic develops, try to transfer this to general business. -Correspondence (inward and outward) may be tabled. Important correspondence should be dealt with as separate agenda items. Many clubs no longer spend meeting time on approving all items of correspondence. A well-prepared secretary can briefly outline contents of correspondence. -Financial statements are presented next. This may include Accounts for Payment and a Monthly Statement of Accounts. An indication of the club's financial position should be given. Note: financial reports, as well as all other reports discussed at the meeting, require formal motions of acceptance. -Committee reports should be circulated prior to the meeting. Discussion should be confined to recommendations and to those matters requiring approval for further action. -Other reports are dealt with next. These should be brief and on specific topics. -General business is the time for minor items to be raised. It is important for the chairperson to encourage members to submit major items prior to the agenda being circulated, discouraging raising these items for the first time at the meeting unless they are urgent. The chairperson has the right to decide whether the matter should be discussed. -Action items - confirmation of delegated tasks and timeframes. -Next meeting - date, time and venue given to all members. -Close of meeting - chairperson thanks members for participation and formally closes the meeting. Post-Meeting The chairperson will liaise with the secretary to: - Confirm action plans and follow-up procedures. - Discuss meeting minutes' timeframe and circulation date. - Any special items. - Arrangements for next meeting. Informal Meetings Informal meetings encourage members to relax and participate, but still need to be managed. Reasons to hold an informal meeting: - Discuss and sell ideas - Solve problems - Gather opinions - Build morale - Brainstorm ideas for fundraising/sponsorship The meeting needs a chairperson, and possibly a facilitator/recorder. Ground rules need to be set at the beginning of the meeting. These would include: - Establishing the purpose and desired outcomes of the meeting. - Checking that everyone understands the topics to be discussed. - Ensuring everyone listens to each other carefully and is not judgemental. - Ensuring only one person speaks at a time. - Encouraging everyone to be objective and keep discussion focussed on the topic. - Examining each option individually and objectively and reaching a conclusion for that option (which should be recorded for later reference). Brainstorming Technique A brainstorming meeting can be used when a club is trying to come up with ideas for a project, event or promotion strategy. The aim is to encourage creative thinking in a fun, relaxed manner. Ground rules for brainstorming are: -Encourage and record all suggestions, no matter how wild. -Allow criticism at the initial stage. -In group discussion, reduce the recorded list to 'possibilities'. -Prioritise suggestions in order of feasibility (based on facts like personnel, resources or finance). -Select the best option and develop an action plan. -Delegate tasks including feedback procedures. -Agree on a time frame. Meeting Procedures Understanding Motions A motion is a formal recommendation put to a meeting for debate and consideration. The motion then has to be supported by another person (seconded) before it is open for discussion. The chairperson asks the proposer to speak to the motion. Other committee members can also add to the discussion. If there is no discussion the motion is then put to the meeting for a decision. Members vote on whether they agree or disagree with the motion. All motions carried or otherwise must be minuted. If passed the motion becomes a resolution. It should be minuted as in the following example: MOVED A Smith/SECONDED B Jones/CARRIED Voting at Meetings The chairperson must have a clear understanding of the voting rights of members (see club constitution). It is useful to have a constitution at every meeting. There are different ways of voting at meetings. The chairperson must decide which is the most appropriate for the decision being reached. 1. Show of Hands: The chairperson must say "Will all those in favour of this motion raise their hands?" followed by "Will all those who are not in favour raise their hands?" (Hands are counted). 2. Verbal Vote: The chairperson may say "Will all those in favour say 'Aye'"? followed by "Those against say 'No'". 3. A Ballot Vote: This is most often used when electing officers. Two scrutineers are appointed. A slip of paper is given to each member with the list of candidates outlined. The chairperson may ask that the members cross off the names of those they do not support. Slips are collected by scrutineers and a count is made outside the meeting room. The chair then asks for a motion to destroy ballot papers. In the event of a tied vote, the chairperson has the final or casting vote. Chairing Techniques -The chairperson indicates when a person may speak. -The chairperson is responsible for keeping the discussion targeted to the topic. -The chairperson decides when the discussion should be brought to an end. A useful technique is to give a time limit, a few minutes. -The chairperson should not get involved in discussion unless the group seek an opinion or requires guidance. -The chairperson summarises the discussion points to aid in decision making. Sometimes a facilitator is appointed to record key points which are visible to all the group. -If a decision cannot be reached, refer the matter to a working party for a report at the next meeting. The Chairperson The chairperson is usually elected by the membership to be the leader of the club for a specified period, such as one year. The president is another common term for the principal office holder. The chairperson is expected to manage the way in which the club operates. When a club has both a President and Chairperson, the President tends to be the figurehead. This person is the official representative of the club at all events which the club is invited to or has a delegated representative. Temporary Chairperson On some occasions it is necessary to appoint another chairperson. Examples of this could be: - When the sitting chairperson is required to stand down at the annual club elections. - When chairing a special project or subcommittee. - If two clubs were considering amalgamating. An Effective Chairperson -Maintains a close working relationship with the secretary, particularly prior to meetings. -Is knowledgeable about the rules and procedures of the club and the particular meeting type. -Has all materials prepared in advance and has relevant files available. -Starts and ends meetings on time, keeping within established timeframe. -Affirms the purpose of the meeting and items to be covered. -Speaks clearly and confidently. -Is enthusiastic and motivated and encourages people to speak out. -Is a good listener who effectively summarises the main points of discussion. -Does not dominate the meeting and listens to opinions. -Keeps to the topic and avoids deviation. -Does not allow arguments or interruptions. Chairperson's Role and Responsibilities -Be the key public relations person, leading the organisation in strategic planning for long and short term goals. -Manage committee and or executive meetings, follow effective meeting procedures and work closely with the secretary. -Be aware of the future directions and plans of club members; to continue the growth of the club and its resources. -Have a good working knowledge of the constitution, rules and procedures, and the duties of all office holders and sub-committees. -Ensure that office holders and subcommittees satisfactorily complete their assigned tasks. -Be involved in and well informed about all club activities, financial position, club personnel, current events and activities. -Manage the club's Annual General Meeting. This will involve careful preparation, ensuring awards or presentations are made, and guest speakers are welcomed and introduced. -If a club has a President and a Chairperson, the President manages the Annual General Meeting. -Represent the club at local, regional and national levels. -Be the supportive leader for all club members. -Facilitate club activities, encouraging and motivating members. -Ensure that planning and budgeting for the future is carried out in accordance with the wishes of the club members. The Chairperson's Role in Decision Making Decision making is a process by which certain actions are decided on. There are commonly two types of decision - routine or strategic. Routine decisions are the ones you deal with every day - where you know the conditions, the type of solution needed and the options to choose from. Example: Arranging a venue for an Executive meeting. Strategic decisions are generally more complex and take more time. They may involve finding out about the situation, deciding to change it, identifying the resources, and deciding what resources are needed. Example: Whether to enter a team in the next North/South Island Teams Event. How do you Make Decisions? The chairperson can: 1. Make the decision for the group (the decisions are made at the top and communicated down through the group). or 2. Through group discussion and interaction reach decisions that are made through common agreement (consensus). The chairperson has the control to determine what particular decision-making process should be used. Because of the nature of the position, the chairperson is placed under constant pressure to make decisions. The most difficult part of making decisions is the possibility of making the wrong one. To avoid making a wrong decision or not making one at all the chairperson must: Be Decisive 1. Decide on small matters promptly 2. Select decision with firmness 3. Forget all alternatives 4. Act upon the chosen decision Chairperson's Leadership Style The way a chairperson behaves provides a role model. The chairperson has an enormous impact on the success of the club, membership, member's participation and general wellbeing of the organisation. The traditional models of leadership are: - autocratic - democratic - 'she'll be right' - charismatic - team builder A good chairperson will select the particular style they will use. The most effective leader will use combinations of the leadership styles. We can use the outdoor adventure scene to describe these different leadership styles: The autocratic leader is the one who 'knows' where they are going and how the group will get there. The remainder of the group just follows on behind, not too sure where they are going, comforted with the knowledge that the leader does. The democratic leader collects everyone together when the group discovers they are lost, explains the situation, asks for people's recommendations and then takes a vote to decide what action will be taken. The 'she'll be right' leader is not particularly worried when the food supplies are lost in the rapids. 'We'll manage somehow' is the response to concerned members. The charismatic leader is the person with an inner charm or personality that inspires confidence and enthusiasm among the group. This is the person that helps you to believe you will reach the next hut even though it is nearly dark and your feet are blistered and your shoulders ache under the weight of the pack. The team builder is the person who encourages the group to make group decisions. These decisions benefit the group as a whole, rather than any one individual. The group becomes self-directed, not lead by one person. Members decide to re-distribute the gear among the group so that they are able to walk at a suitable speed and are not strung out along the track for miles. The particular leadership style you follow will influence the way in which you facilitate meetings, club events, formal and informal gatherings. Conclusion To be an effective and good chairperson always remember to be fair and decisive. All the skills necessary to be a good chairperson, to enable fair decision-making and to exercise good management, come with practice and regular self appraisal. Assess yourself regularly. Are you able to: Lead without controlling? Involve club members in decisions that affect them? Stimulate balanced discussion? Time meetings to finish on schedule? Encourage focused discussion and keep meetings on track? Negotiate successfully between members? Listen? APPENDIX Model of Annual General Meeting Meeting: WESTOWN RIDING CLUB Fifth Annual General Meeting Saturday, 5 June 2003 1 Welcome and Introductions Present Apologies 2 Confirmation of Minutes of fourth Annual General Meeting 3 June 2002 3 Adoption of Annual Accounts for year ended 31 March 2003 4 President's Report 5 Notices of Motion 6 Treasurer's Report 7 Committee Reports 8 Election of Officers 9 Report of Honors Award Committee (presentation of Honours, life memberships, etc) 10 General Business 11 Close of Meeting __________________________________________ The information in this text was researched and compiled by Valerie Jackson, Jackson Training, Wellington. |
This information came from a document prepared for the Hilary Commission. It is available in full from sportnz.co.nz as a .pdf file |
