Meetings
Running effective meetings is essential for maximising productivity, fostering collaboration, and achieving desired outcomes. As majority of committees are volunteer based, it is key to ensure the meetings are run effectively and efficiently to avoid fatigue or burn out.
Rules relating to meetings should be outlined in your club’s constitution and regulations/bylaws each meeting must abide by these rules.
To ensure the meetings are run effectively and efficiently the following must be completed:
| 12 Month Meeting Calendar | this provides the committee with knowledge when each meeting it to ensure they can attend or provide a proxy |
| Attendees | Invite only the necessary participants as per your club constitution or regulations, whose presence and contributions are essential to achieving the meeting objectives. |
| Call for agenda & reports with a reasonable deadline | Reports and agenda items should be called for in a reasonable timeframe with a deadline at least 10 days prior to the meeting |
| Formalise the agenda | The agenda is clear, has the timings for each agenda items, motions are clear on what is required for endorsing and attachments have been provided. This allows attendees to come prepared and contributes to focused discussions. The Chairperson and secretary should meet to discuss agenda items prior to the meeting and ensure that they are circulated before the meeting. |
| Sending Agenda with attachments | Ensure the agenda is sent out at least 5 days prior to the meeting. |
| Time Management | Start and end meetings on time to demonstrate respect for participants’ schedules. Sit back to the limits set for each agenda item. Encourage efficient and concise communication, and tactfully steer discussions back on track if they veer off-topic. |
| Decision-Making | Clearly define the decision-making process, whether by consensus, majority vote, or another agreed-upon method. Encourage constructive debate, but also ensure decisions are made within the allocated time to avoid unnecessary delays |
Effective meeting running requires a combination of clear communication, active facilitation, and respect for participants’ time. By implementing these best practices, you can maximize the value and productivity of your meetings, leading to more efficient collaboration and achievement of goals.
| Club Tip Add in the agenda and report due dates to your committee 12-month calendar to allow members to prepare their reports on time. |
SLSQ has a suite of templates you can utilise for your meetings to ensure they are run effectively:
TGOV0024 – 12 Month Calendar.xlsx
TGOV0028 – Template Action Matrix.docx.xlsx
TGOV0030 – Template Agenda.docx
TGOV0045 – Meeting Attendance Register.xlsx
In Camera Session
In camera sessions can sometimes be called a ‘closed meeting’ or an ‘executive session’.
What is an in camera session?
“In camera” is a Latin term which, in this context, can be understood to mean an “in private” session. It involves a confidential meeting, or a portion of a meeting, taking place with only Board members present. These meetings are sometimes called “Board only” sessions.
By its very definition, this disqualifies the Chief Executive, senior staff, consultants, commentators, observers, advisers, lawyers and auditors. However, allowances can be made to include any parties the Board requires for the specific issues being discussed. For example, the Chief Financial Officer may need to present a report during a discussion surrounding a potential merger.
These meetings are by the Board and for the Board, and only board members are entitled to attend. This allows for a higher degree of self-management and oversight.
Without the observation of the Chief Executive, in camera sessions allow board members to discuss and relate to one another as equal peers on the leadership team. This can encourage greater honesty among board members and strengthen the Board’s independence from the chief executive.
An in camera session can be a regularly scheduled event at the beginning or end of a Board meeting, it can be called by the Chairperson or by formal motion through a majority vote from the Board. Typically, it is planned ahead of time with the knowledge of the Chief Executive. These meetings are designed to handle sensitive issues that cannot be discussed publicly. In essence, an in camera session serves three core functions:
(1) it assures confidentiality;
(2) it creates a mechanism for board independence and oversight; and
(3) it enhances relationships among board members and the Chief Executive
What happens when an in camera session is called?
The idea of a private conversation run exclusively for board members may appear to run contrary to the expected principles of transparency and openness ─ especially when you consider the value of a constructive partnership between the Chief Executive and the Board.
But there are instances where a formal framework like this can be a strategic tool.
When an in camera session is called a few things may occur:
(1) Anyone who is not a member of the Board is required to leave. This would include the CEO. In a nonprofit context, the persons most likely to be excused are the CEO, other senior staff members, observers etc. In municipal Government, those excused may include members of the public or media.
(2) The recorded minutes or any documents distributed during this meeting are not made public (and are not attached to regular Board meetings). The minutes are only available to those present in the meeting. If a decision is made during the in camera session, that decision should be recorded in the Board minutes as a formal record, as required by law.
Why would you need to use an in camera session?
In camera sessions must be used judiciously. Ask yourself if the motivation for a closed or private deliberation is tied to the need for confidentiality or secrecy? These sessions exist to serve particular purposes that the Board should clearly define and follow.
Good Board governance requires confidentiality to protect individuals and sometimes the organization. Secrecy, on the other hand, is seen as a misuse of trust and can damage or undermine authority.
It’s important to never abuse an in camera session or use it unnecessarily. One way to avoid arousing suspicion in the event you need an in camera session is by using this type of mechanism before an explicit need is made apparent. Take a portion of every Board meeting and close it off to non-board members.
In the event of an actual crisis, all board members should be comfortable with their responsibilities, which would reduce suspicion and anxiety especially amongst those excluded from the proceedings.
Some scenarios which may require special treatment:
- Positions to be taken during collective bargaining
- Operational transitions (e.g. undertaking a strategic alliance)
- Succession planning
- Senior staff performance
- Personnel items such as salaries
- The evaluation of the Executive Director or CEO compensation
- Organizational failures (e.g. filing for bankruptcy)
- The handling of conflict of interest situations
- Discussions of a lawsuit currently aimed at the organization
- Challenging a decision made by the Chief Executive away from staff (to preserve his/her authority)
- Time-sensitive opportunities that can’t yet be made public
When to run an in camera session with Board Alone
image via https://www.boardsource.org/eweb/
If the CEO becomes concerned: 5 ways to maintain their trust
- Regularly hold in camera sessions: diffuse the notion they are only convened to deal with matters involving the CEO or an imminent crisis.
- Set an agenda prior to the board meeting.
- Invite the CEO to join part of the session.
- Keep to the agenda and ensure the Board chair stops any gossip from developing.
- When/if appropriate, let the CEO know a summary of what was discussed.
When handled correctly, an in camera session can be a space to pursue sensitive issues in a safe environment. The Chair’s role is to ensure that the meeting never descends into petty gossip. This is crucial to ensure the confidence of the CEO is maintained and a culture of secrecy does not develop.
In the absence of trust, invoking an in camera session in order for the Board to have a frank discussion, likely serves to legitimize organization sanctioned secrecy. The Board and CEO need to cultivate a governance culture of honest dialogue, debate and respectful listening.
Source: https://consciousgovernance.com/blog
Meeting Do’s And Don’ts
Committee meetings play a crucial role in decision-making and collaboration.
DO
| Come prepared: | Review the meeting agenda, relevant documents, and any assigned tasks before the meeting to contribute effectively. |
| Be punctual: | Arrive on time and respect everyone’s schedules. Late arrivals disrupt the flow of the meeting |
| Actively participate: | Engage in discussions, share ideas, and ask questions. Contribute your expertise and bring a constructive attitude. |
| Listen actively: | Respect others’ viewpoints and actively listen to their contributions. This fosters a culture of respect, inclusivity, and collaboration |
| Stay focused: | Stay on topic and avoid tangents that derail the meeting’s purpose. Help steer the conversation back if discussions go off-track. |
| Be concise: | Express your thoughts clearly and succinctly to ensure effective communication. Avoid monopolising the conversation. |
| Respect time limits: | Be mindful of time constraints for agenda items. If needed, suggest time management techniques, such as setting time limits for each discussion point. |
| Support decisions: | Once decisions are made collectively, commit to supporting and implementing them, even if they don’t align with your personal preferences. |
DON’T
| Interrupt or dominate discussions: | Allow others to express their ideas without interruption. Avoid monopolizing the conversation or dismissing others’ opinions. |
| Engage in side conversations: | Side conversations can be distracting and disrespectful to other participants. Focus on the meeting and save unrelated discussions for later |
| Engage in personal attacks or disrespectful behaviour: | Treat fellow committee members with respect and professionalism. Disagreements should be handled constructively and without personal attacks. |
| Multitask or be distracted: | Give your full attention to the meeting. Avoid distractions such as using electronic devices for personal purposes |
| Overlook minority voices: | Ensure that all members have an opportunity to contribute. Encourage and value diverse perspectives, fostering an inclusive environment. |
| Ignore action items: | If you are assigned a task or action item during the meeting, follow through on your commitments. Neglecting responsibilities hinders progress |
| Rehash past decisions unnecessarily: | Once decisions are made, avoid dwelling on them unnecessarily. Focus on moving forward and accomplishing tasks at hand. |
| Leave without clarifying next steps: | Before adjourning the meeting, ensure that next steps, action items, and responsibilities are clear to all members. |
Feedback
Post your comment on this topic.