G E T O N B O A R D
Dr. Ted Flickinger
IAPD President and Chief Executive Officer
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A President's Guide to
Managing Board Meetings |
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In the final tally, the board president's vote counts the same as any other board member's. But hardly anybody is naive enough to believe that that means the president's role at a board meeting is the same as the other members'.
As the person with the gavel, the board president must provide direction for the meeting, keep the board on course, run the meeting on time and deal with priorities. But these tasks are much easier said than done. Here, then, are some tips and strategies for managing effective meetings.
Pre-Meeting Planning - The Agenda
While the board president should generally allow the executive to develop the agenda (and certainly the board meeting packet), the president is wise to provide input on the agenda and review it before the meeting (if not before it is distributed to the rest of the board).
The president needs to have a handle on old business, but also must make sure the board is especially prepared for all new business that will come before it.
When the meeting is called to order, the president should give board members the opportunity to add to the agenda, with the understanding that the board may not vote or take action on an issue added to the agenda.
Managing Public Participation
Park, recreation and conservation agency meetings are public meetings, but not meetings of the public. The president needs to know how to manage citizen participation so that it doesn't become citizen disruption.
Some agencies have a door greeter who welcomes visitors to the meeting and signs those people up who wish to speak. The greeter may hand out pamphlets that explain how meetings are run and the proper procedure for addressing the board.
Other boards give would-be speakers 3"x5" cards to write down their names, addresses, phone numbers and the topics they want to discuss. (Having that information allows for personal follow-up, when that is appropriate.) The president calls on people to speak when the agenda calls for public comments. If organized groups attend a meeting, the president usually will require that only one person speak for a group. Otherwise, people will speak on the same subject, duplicating points and wasting everyone's time.
A citizen should be able to express a concern within a reasonable time period that the board may set. The limit must be consistent for each speaker.
The president must make it clear that members of the public are there only to speak their piece, not to interrogate board members, agency staff or other members of the public. Debate is reserved only for board members. Debate with and among members of the public should always be forbidden. It is recommended that the president respond to the members of the public, saying something like: "Thank you for sharing your concerns. We will look into this matter and get back to you in the near future." But don't argue with the public at a board meeting.
Managing the Participation of Board Members
More often than not, board members are natural leaders themselves (as evidenced by their appointment or election to the agency's board). Therefore, at a meeting, the president is in the sometimes unenviable position of leading four or six other strong willed leaders. Below are some tips for accomplishing this effectively. |
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Discussion of each agenda item should follow the
same trajectory: facts, opinions, decision, action. |
- Blend a business-like manner with a congenial and cooperative atmosphere at all board meetings. The president starts the meeting on time, follows the agenda, speaks clearly and insists on courtesy for all members.
- Try to include all board members in the discussions, especially those with minority views. The president serves as the moderator when disagreements arise. The president keeps board members' discussions on the issues and not personalities.
- Try to avoid closely contested actions for board decisions. If the votes appear to be even, the president should consider postponing action for the next meeting. Or the president may appoint an ad hoc committee, representing each point of view, to study the matter and make recommendations.
- Summarize the discussion on an issue for the record and state the motion correctly prior to calling for a vote by the board.
In general, the president should spend time listening, moving the discussion on, summarizing and being firm, but sensitive. A good president will encourage all participants to take equal responsibility for the meeting proceeding smoothly.
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| The president needs to know how to manage citizen participation so that it doesn't become citizen disruption. |
6 I l l i n o i s P a r k s & R e c r e a t i o n www.ILipra.org
IAPD Calendar
July 24
Legislative Golf Outing
White Pines Golf Club
Bensenville Park District
August 7
Powerful Fundraising Seminar
Arrowhead Golf Club
Wheaton Park District
August 12
Summer Golf Tour Event #3
Steeple Chase Golf Club
Mundelein Park and Recreation District
August 16
Park District Conservation Day
State Fairgrounds, Springfield
September8
Summer Golf Tour Event #4
Sycamore Golf Club
Sycamore Park District
September 12
IAPD Awards Gala
Traditions at Chevy Chase Country Club
Wheeling Park District
October 14 - 18
NRPA Congress
Baltimore, Maryland
November 6
Legal Symposium
Hamburger University
Oak Brook
January 29-31,2009
IAPD/IPRA Soaring to New Heights Conference
Hilton, Chicago
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Discussion of each agenda item should follow the same trajectory:
- Facts: The issue should be presented along with the relevant details of the matter. The initial presentation of a matter should be unbiased and free from extraneous detail. Putting an issue in the form of a motion sharpens and clarifies the issue.
- Opinions: Only when debate or discussion is called may board members express their opinions. Sometimes a board member may not be against the issue itself, but may favor a different course of action (e.g., he may favor using the agency's capital resources to add facilities, but may prefer tennis courts instead of a new ball diamond). The president would allow the board member to state that preference during debate, not during the making of the motion to build the ball diamond.
- Decisions: When the president has given each board member an equal chance to express his or her opinion (and, perhaps, an equal opportunity to rebut the opinions of others), then the president should call for a vote.
- Action: On behalf of the board, the president should direct the executive to pursue any course of action that has been determined by a vote of the board.
The president should immediately point out and remedy any confusion during discussions and should periodically summarize the discussion, especially if the item under discussion is complex. The president should also encourage everyone to have some input, maybe by saying, "Would any of the rest of you like to add anything?" If the president offers his or her own opinion, it must be made clear that this is a personal view, rather than a summary of the group's position.
Diffusing Personal Conflicts
One factor that adds to the challenge of handling board conflicts is the emotional rancor that often develops. A discussion that begins as a difference in members' views on a business issue can quickly become intense and personal. Some board members make personal attacks or embarrass others as they argue their points. The negative feelings created by public embarrassment perpetuate the dispute, even when the conflict can be settled easily. Unfortunately, many presidents would rather not deal with conflict, even when they understand that it is their role to do so. When the exchanges get negative and personal, it becomes increasingly difficult for the opposing board members to communicate constructively, and uninvolved board members grow increasingly uncomfortable as they observe the bitter exchanges. On boards, as in other group settings, small conflicts left unresolved tend to simmer into a stew of resentment. Early intervention by the board president can help prevent this.
One of the most frequently used strategies is to set up a private meeting. This is not done to keep the conflict a secret, but to preserve a comfort level for the disputing parties and the uninvolved board members. To conduct a private meeting, the board president can use shuttle diplomacy, speaking privately with individual board members. Also, he or she can bring a limited number of disagreeing members together privately for a facilitated discussion. This can be helpful especially when a board conflict is among only a few of the board members. Of course, you must adhere to the open meetings laws.
When a conflict that includes loss of face (the result of being belittled or shamed) erupts in a board meeting and is then resolved privately, be sure that the non-involved members who witnessed the confrontation know that is has been resolved. Otherwise, they may be confused or believe that important decisions are being made behind their backs. The board president can simply state that the problems between the disagreeing members have been cleared up.
The president should possess conflict management skills, be well regarded by all the parties, be viewed as impartial toward the parties and be objective about the issues. If neither current nor past board leaders are willing or able to manage the conflict, consider using a skilled outside mediator.
Conflicts between the executive and the board are especially difficult. These situations call for rapid action and professional help. Clearly, neither the executive nor the president can manage a significant conflict in which he or she is a part. An external resource is the best option in these instances. Choices include:
- An IAPD assigned expert.
- A mediator.
- An organizational consultant with conflict management skills.
- The organization's previous board president, executive or similar leader with conflict management skills.
Knowing and Practicing Your Role
Smooth, productive board meetings don't happen accidentally. Board presidents and board members need to understand their roles.
If you are a board president, or will likely someday be one, it's your duty to learn how to control the meeting gracefully and graciously. One of the best ways of getting people to participate in a civil meeting is for the board to pass and sign a code of conduct (for a sample copy, please contact IAPD).
If you are a board member, you must recognize that a president who asserts control over the meeting is not on some ego trip but is acting in the best interest of the board, the agency and the public.
NOTE: Occasionally IAPD will conduct a seminar for current and future board presidents. Please contact IAPD at tflickinger@ILparks.org or 217-523-4554 if you are interested. We will schedule a seminar when there is sufficient interest.
Summary of the President's Board Meeting Duties
- Beginning and ending the meeting on time.
- Limiting discussion to agenda items.
- Bringing the discussion back on track when board members stray.
- Encouraging all members to speak up and giving equal opportunity for discussion on agenda items.
- Keeping one person from monopolizing the discussion.
- Making assignments when board work needs to be completed.
- Building consensus when disagreements arise.
- Making or seconding a motion.
- Giving direction to the executive on behalf of the entire board.
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