introduction
why are meetings important?
Face-to-face meetings are necessary for discussing things, communicating information, making decisions and developing relationships. They are also so common in organisations that people can take them for granted.
types of meetings
Formal
A large part of this section will concentrate on how to organise and run more formal meetings, such as annual general meetings (AGMs) and hui Māori. This will include looking at different decision-making styles.
Less formal
Apart from the AGM, in reality, the majority of community organisations run meetings in a less formal way, sometimes around a kitchen table over a cup of tea. There is no set way to run these less formal (otherwise called informal or ordinary) meetings, but commonly they include:
- checking the minutes or notes from the previous meeting
- checking correspondence and finances
- hearing reports on projects, workers' outputs
- checking on the progress of your business plan (if you have one)
- other matters important to your group.
Although less formal meetings are usually relaxed, it's still important that clear decisions are made and recorded with majority support. It's up to the organiser or chairperson of the meeting to make sure that happens. Even if the group's not used to moving, seconding and voting on motions, it's good practice to adopt a formal "resolution" process for financial and other important decisions. This can be achieved by the meeting organiser or chairperson saying "Well, is it agreed then that we _________?" and having the decision recorded.
(From Seizing the Moment II: Turning Community Ideas into Action).
checklists for well-run meetings
Well-run meetings produce good results. If meetings aren't run well, what you set out to achieve may not occur and participants may not want to come back again. Meetings can also take up a lot of people's precious time so you need to make sure they run smoothly so time isn't wasted.
Below are some checklists for ensuring your meetings (both formal and less formal) are successful.
Before the meeting checklist
Effective meetings are planned in advance. Make sure that:
- the reason for people meeting face-to-face is clear
- people are invited well in advance
- the time and venue are appropriate for the people you are inviting (check for accessibility, childcare, time to fit with parenting responsibilities etc)
- the objectives of the meeting have been communicated and understood
- any reports and/or background papers or financial statements about which decisions need to be made are circulated before the meeting so they can be read and digested
- people have been reminded about any jobs that need to be completed by the time of the meeting
- the physical environment is prepared beforehand (check for warmth, fresh air, light, appropriate seating arrangements, water etc)
- appropriate visual aids are in place e.g. whiteboard, markers, Blu-tak, sheets of paper, recording equipment, overhead projector, data show etc
- any other resources needed for the meeting have been collected
- any displays are assembled
- there is an agenda
- the chair or facilitator knows they will be taking on that role
- the minute-taker knows they are responsible for taking the minutes (see section called "Minute-taker" for more details).
During the meeting checklist
The way a meeting starts is critical to its success. People need to feel welcome and included, and if possible, have the opportunity to introduce themselves.
Chairperson/facilitator
It's the role of the chairperson or facilitator to:
- guide the style of the meeting procedure
- make sure the meeting starts on time
- know whether it's appropriate to begin with a karakia or prayer (particularly if the group is Māori, Pacific Island or church-based). Some other words of welcome, inviting people to focus their minds on the matter at hand and share their joint purpose, may better suit a meeting that includes people who might object to taking part in prayers
- welcome members and organise any introductions
- be aware that people may face difficulties arriving on time (such as child-minding) or different cultures may follow different time scales
- if there are latecomers, welcome them, give them a moment to settle, then tell them what the group is doing
- list any ground rules that have been developed by the members e.g. agreements about confidentiality of discussion or one person speaking at a time (see section on "Ground rules")
- read and call for apologies
- where appropriate, advise of housekeeping details e.g. time and length of meeting breaks, location of toilet facilities etc
- set a timeframe for the meeting and keep to it
- allow some time at the beginning of the meeting to add additional items to the agenda
- keep to the agenda
- use a range of tools or interventions to assist the group to complete its task e.g. summarising, clarifying, reflecting, suggesting options, raising energy levels, seeking agreement, encouraging participation and solving conflicts
- avoid introducing their own opinion unless it's necessary
- as part of the closure, ensure that it's clear what is to be done by whom and when
- thank everyone for attending the meeting
- where appropriate, end with a prayer or song
- check after the meeting that the room is returned to the state it was in prior to the meeting (includes cleaning whiteboards).
Minute-taker
It's the role of the minute-taker to record agreed decisions and tasks from each meeting. Unless there's a particular reason, it's not necessary to record discussion. The minute-taker should record:
- meeting time, date and venue
- names of those present and any apologies
- name of meeting chair or facilitator and minute-taker
- meeting purpose
- the matters for discussion, agreed action points or decision made and person responsible for and completion dates for those actions
- date, time, venue and purpose of next meeting.
Ground rules
Ground rules should be developed by the group at the meeting who will be bound by them. These rules should cover:
- respect for other people — no interrupting, no long monologues, no personal abuse, allow space for everybody to express their views
- confidentiality — agreement on whether meeting content may be discussed outside the meeting
- responsibility — everybody agrees to take responsibility for timekeeping, keeping to the agenda and voicing their opinions in the meeting rather than afterwards
- decision-making — how are decisions to be made, by consensus or voting? If consensus can't be achieved, at what point will alternative decision-making methods be used, and who will decide?
After the meeting checklist
After the actual meeting has finished, the following jobs need to be carried out:
- action plans and follow ups confirmed
- minutes checked by the chair or meeting organiser and the minute-taker
- the timeframe for circulation of minutes, new reports, background papers, and the next agenda arranged
- minutes circulated (sometimes on their own, sometimes not long before the next meeting when reports and background papers called for at the meeting can go out at the same time).
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