Running Meetings

Running Meetings • Meetings play an important role in the life of a welfare worker and their agencies. • Meetings: • Enable people to pool ideas • Are means of settling disputes • Can bring conflict into the open • Enable consensus to be reached • Coordinate activities • Are a means of informing others • Offer opportunities for participation in decision making • Are a useful vehicle for accountability • Are a means of formulating policies

Types of meetings • Problem Solving meetings- concentrate on tackling problems and making decisions • Negotiation meetings- usually two sides who are trying to come to an agreement • Selling meetings- one person or group is trying to persuade the other to a particular point of view • Command meetings- meetings called by the manager to inform, instruct or control the staff. • Communication/advisory meetings- exchange of views and opinions. The objective is to seek opinions so that the manager can make a decision. • Support meetings- many meetings help individuals and groups to overcome particular problems.

Effective Meetings • A good meeting is one where: • Everyone that wants to has a say • the business gets finished on time • everyone is clear about what happened and what decisions were made • there is consideration of people from non-English speaking backgrounds • there is care and sensitivity to people’s different cultural backgrounds • everyone understands the meeting procedures being used, the jargon and the abbreviations.

Effective Meetings Cont. • business is not too rushed nor too slow. • The chairperson sets the pace according to the meeting. • the group is welcoming and encouraging to new or quiet people. • the chairperson is neutral • the atmosphere is peaceful, hard working and enjoyable and, at the end, there is a sense of achievement.

Ineffective meetings • A bad meeting is where: • A few people dominate discussion and decision-making • Business is never finished on time. Agenda items are carried on from one meeting to next. The meeting finishes late and everyone feels frustrated. • There is confusion or conflict, anger or fights. • New people feel unwelcome and alienated. • Formal procedure is used but only a few people understand it.

Ineffective Meetings Cont. • There is lots of jargon and abbreviations being used that only a few people understand. • Decision-making is raced through by a dominant chairperson who gives their opinion strongly all the time and pushes their own ideas • Everything is disorganised and the agenda is ignored. • The chairperson or facilitator is inconsistent and misleading.

Preparation • Suitable accommodation • The context the meeting is held in is very important and has an enormous impact on people's feelings and reactions. • The way people are seated can affect communication in the meeting: sitting at a table can give a sense of purpose, a feeling of togetherness: using armchairs can create a more relaxed atmosphere but can be too comfortable, especially in evening meetings; • The chairperson sitting at the head of the table can add power to that position; everyone sitting in a circle makes for more equality and informality.

Preparation Cont. • Adequate notice • The secretary should ensure that adequate notice is given to those attending/entitled to attend.Refreshments • Sharing food and drink can be useful for the dynamics of the group - it provides an opportunity for people to meet informally and to discuss ideas. It assists group cohesiveness and strength.

Terms used in Meetings and Meeting Procedures • Adjournment - postponement of the unfinished business of a meeting usually achieved through a motion. • Agenda- list of items of business prepared and issued before a meetingAmendment an alteration to a motion. • Casting Vote- The tie breaking vote that the chairperson may use when a meeting is equally divided in a vote. • Minutes- A record of business covered at a meeting

Terms used in Meetings and Meeting Procedures Cont. • Motion- A proposal for action put forward for consideration by a member of the meeting, usually with a seconder and a vote put forward to the meeting as a whole. • Quorum- The number, laid down in the rules of the organisation, that must be present at a meeting to make its proceeding valid. • Resolution- The end result of a discussion. After the motions( amendments) have been voted on they become the resolutions of the meeting. • Annual General Meeting- The AGM is an open formal meeting held within 3 months of the end of the financial year in accordance with the constitution and the Associations Incorporation Act 1987.

Agenda • A good meeting is the result of exact planning by the leader of the meeting and the individual members. • An Agenda is an integral part of every meeting. • It is prepared by the Secretary, in conjunction with the Chairperson. • If controversial issues are to be discussed it is worthwhile making copies of the Agenda available to members several days before a meeting to enable members to think about proposals and bring ideas forward.

Features of a good Agenda • It defines a problem to be solved and a goal to be reached. • It reviews the current position of the group and it gives all members a chance to give and receive information. • It serves to remind you of the information, subjects or ideas needing to be discussed • if members need to think particular ideas out, a chance to develop a point of view and time to gather facts to support this position. • It is good to send out the Agenda before the meeting. • the better the Agenda the less chance of getting off the track. • A good agenda may persuade the members to follow suit.

Sample Agenda • Open Meeting. Advise specific time meeting is to finish. • List names of people present and apologies. • Review agenda. • Acceptance of the minute's of last meeting. • Business arising from minutes - discuss anything that comes up from last meeting's minutes. • Correspondence. Deal with all letters that have been received and sent since the last meeting. • Reports - Treasurer's Report, Sub-committee reports, Staff reports. • General Business. The general items in the agenda now discussed. • Any other business. • Date of Next Meeting. • Close meeting and note time meeting closed.

Minutes • Minutes provide a record of business transacted at the meeting. • As a basic format they must include: • Name of the organisation, Nature of the meeting. • Time, date and place. • Names of those present • Apologies received. • A record of business including: • Confirmation of previous minutes • The decisions made • Tabling of correspondence, financial and other reports • Passing of payment accounts • Action sheet noting tasks members agreed to and time schedule • Arrangement for next meeting • Signature of chairperson and date

How to take Good Minutes • Try to keep them brief, clear and concise. • Write them up as soon as possible after the meeting while it is still fresh in your mind. • Set them out using headings, so they are easy to read.

Chairperson • The chairperson’s main task is to control and guide the meeting by: • Leading the meeting through the agenda by keeping discussion relevant and decision making clear. • Making sure that people who wish to speak are able to and encouraging all who attend to participate. • Suggesting procedures to deal with any difficulties in getting through items being discussed and getting agreement from the meeting for them. • Drawing up an agenda (usually with the secretary). • Working out a priority for dealing with the items on the agenda. • Noting motions and amendments with the secretary and puts these to the meeting to vote on. • Signing the minutes after they have been confirmed, as a true and accurate record of the meeting. • Making sure the meeting is being run in accordance with the agency's constitution or rules.

The Chairperson Cont. • The chairperson cannot move motions and usually has the casting vote if the vote is tied. This right may not exist. Check the Articles of association Rules/Constitution. • As part of ensuring the orderly conduct and effective running of a meeting the chairperson should also have the following qualities: • Impartiality: the chairperson should remain impartial and objective • Commonsense: e.g.. the chairperson should not allow repetitious discussion or needless procedure. • Firmness: The chairperson should be confident enough to stick to his/her decisions. • Tact: the chairperson should never deliberately embarrass a member nor encourage others to do so.

The secretary • The secretary is responsible for keeping the records of the organisation (other than financial) and for dealing with the correspondence. • In the meeting the secretary's job is • to take good minutes • to put together a list of correspondence, noting ones that are important or require special attention/action. • To note motions and amendments in conjunction with the chairperson. • consult with the chairperson, keeping him/her informed with current information. • keep correspondence and all records of the organisation on file, up to date and available. • Have energy, punctuality, tact, organising ability, carefulness, versatility and knowledge of the rules of the organisation and of the work they are required to do.

Meetings - some common problems and how to solve them • Latecomers - the meeting never starts on time • People arrive late, have to leave early, or wander in and out several times. • Making sure the meetings do start at the time set and do have an agreed finishing time so people feel more of a sense of urgency to arrive on time and stay till the end. • If people are late, either briefly stop and summarise the important business people have missed or ask someone in the meeting to do so quietly so as not to disrupt the meeting • If people have to leave early ask them if they have any comments to make about the rest of the agenda items

Meetings - some common problems • Distractions - including side conversations. getting up for a cigarette break etc • Getting the meeting to agree to the agenda at the beginning of the meeting and schedule in cigarette breaks (or a cigarette corner by the door etc). This helps people feel more involved. • More breaks if people are getting restless. • The chairperson or facilitator can ask the people having the side conversations if they would like to share them and their ideas with the whole group. Tell them side conversations are often distracting.

Meetings – Common problems • The meeting is slow and pedantic and goes on and on forever • as a group try setting time limits on agenda items and speakers • Tabling correspondence - do not read everything. The secretary and/or workers can draw attention to anything that needs a decision or is important. • Be quicker with minutes. Make sure they are sent out before the meeting and that people read them. At the meeting itself, the chairperson can ask for comments, get the group to agree on whether they are a true record of the previous meeting and deal with any matters arising. • Reports do not need to be read out aloud. They can be sent out in advance. At the meeting the group can comment and deal with any particular issues arising from them.

Meetings - Common problems • When people get confused, and the group finds it hard to focus on which issue is being discussed • Try summarising and clarifying. The chairperson, or another group member can summarise and clarify or simplify the main arguments. Using a whiteboard or butchers paper is good for this so people can actually see what is going on. • Effective chairing, using time limits and making sure no one person dominates the discussion. Try a "Round Robin" or a few minutes silence for people to collect their thoughts and maybe write them down.

Meetings - Common problems • Time limits • Asking people to speak through the chair • Stopping people saying the same thing over and over again • Round Robin • Encouraging others to participate • Encouraging less dominant people to gain more confidence through training • Giving out more information prior to the meeting • Pointing out that people are dominating the discussion.

Meetings - Common problems • People not joining in - the shy or new or non-English speaking member • Encouraging discussion of issues before or after the meeting so that new members get to know what is going on. • Making the meeting more conducive to quieter people by discouraging the more dominant members, or by toning down the formality of procedures • Round Robin • Breaking into small groups to discuss an issue then reporting back as a large group to make the decision. • Using the help of an interpreter when language is stopping people joining in. Get the meeting to generally speak more slowly and clearly. • Recognise and be sensitive to cultural differences.

Meetings - Common problems • Conflict / “tension / Bad Feelings • Suggest short breaks (time to cool down) • A few moment's silence – to give people a chance to collect their thoughts and to maybe write down their ideas on the issues being discussed. • Break into small groups to brainstorm • Clarify and summarise the main arguments. Helping people to hear what the others are actually saying. • Stop the meeting or adjourn the debate until the next meeting. • Stop the discussion drifting onto personal conflicts. Make sure members criticise ideas not the people holding them. Make a special time for the group to deal with any bad feelings or personal conflicts. • Try an outside neutral facilitator or mediator for a few meetings.

Meetings – Common problems • Low Morale - People Stop Coming • Find out why - if it' s because of any of the problems listed above, solve the problem and hopefully this will help. • Have a morale boosting session. Spend time looking at the successes of the group and its achievements, go out together socially, have a party, change the meeting place. • Make sure that there are enough breaks and refreshments during the meeting particularly if people are coming straight from work (tiredness, hunger and lack of exercise can all lead to tension, confusion, apathy, low energy and bad feelings at meetings).

Running Meetings