This document provides guidance on conducting effective meetings. It recommends preparing an agenda and objectives in advance. During the meeting, the chair should keep discussions on track and balanced, allow all views to be heard, and arrive at decisions through voting if needed. Minutes should be taken to document all decisions made. The meeting should start and end on time, with breaks if long, and administrative matters addressed first before the main agenda. The chair must remain neutral and control discussions.

1. 1 How to Conduct Effective Meetings ? Prepared by: Jo B.Bitonio Presenter/Discussant

3. Be a successful decision-making instrument

5. To monitor progress on performance

6. To deal with specific problems

7. To brainstorm issues

9. 5 Conduct of Meeting The chairman and secretary should have a firm grasp of both the conduct of meetings and functions of the Board. Without a simple but consistently observed procedure, board work become chaotic, decisions are queried, discussions are re-opened after they had closed and members complain that their views have been ignored.

11. current financial statements

13. 7 Choose the date, starting & finishing time and place. Having a definite finish time helps concentration and my help to avoid time consuming digressions. Make sure the data and time is suitable for all intended participants

14. 8 Set the agenda. For each item clarify the objective and who will lead the discussion. Construct a timetable so that important items do not get squeezed out and lesser items do not absorb a misappropriate amount of time

15. 9 Personal agenda have no price in a coop board and are especially dangerous when exhibited by officers

16. 10 The Chairman should be careful in giving those with different views the fullest opportunity to express them. Balance contributions on contentious subjects. Keep control of the time

17. 11 BOD should not raise a difficult or controversial proposal suddenly or raising a proposal when the principal opponents are absent from the meeting Surprises are good for parties not good for management

18. 12 As far as possible, the chairman will try to get the BOD to arrive at a unanimous decision or at least one in which the minority spontaneously agrees to adopt the majority view

19. 13 The BOD will vote first on the amendment, if accepted becomes the decision of the meeting. If it is rejected, the BOD must vote on the original resolution

20. 14 If, in either case, the votes for and against are equal, the Chairman can settle be giving a ‘CASTING VOTE”.

21. 15 TRY TO AVOID Taking notes as you are the leader and may also be a key contributor Losing your temper (temper your temper) Allowing participants to get involved in purely personal disagreements Talking too much for too long Insisting on having the last word Talking first, except to introduce a topic

22. 16 A written record known as minutes should be kept of all board meetings. Minutes are very important, as the recorded decisions of the BOD are the AUTHORITY on which the manager of the society acts like: when money is invested, new positions are opened for more staff, etc.

23. 17 Without written authority the actions might be questioned, and if the decision turned out to be a bad one, the BOD might disclaim the responsibility

25. 19 Make sound and timely decisions – The ability to make rapid estimate of the situation, arrive a sound decision and announce decision in the correct form of order at the proper time is essential to a leader. For any situation that may arise the leader should be able to act logically

26. 20 Actual Meeting 1.Start Promptly 2. Always start the meeting with a prayer 3. Call to order by the Secretary 4. Determination of Quorum

27. 21 Administrative Matters First 5. Deal with administrative items such as: Introduction of any newcomers, expressions of congratulations, thanks, good wishes, condolences, apologies receives from absentees, domestic arrangement, breaks, expected finish time, etc

28. 22 6. Present objectives as well as the agenda of the meeting. Introduce each agenda with emphasis on the objectives 7. Distribution of minutes by Sec - Read/React/Clarify - the concept of DDD Debate/Decide/Direct 8. Approval of minutes of the previous meeting

29. 23 9. Business arising from the minutes - There is always a chance in your previous meeting that there were unfinished business. It depends to the culture of the organization - The Chair should not argue – The Chair is supposedly neutral. If the Chair argue then he is not neutral anymore. - POINT OF INQUIRY? Chair will ask “What is your point inquiry”?

30. 24 10. POINT OF INQUIRY? Chair will ask “What is your point inquiry”? 11. VIOLATION of the order of business or Change course of the business Raise “POINT OF ORDER”

31. 25 12. Report of GM – The most substantial tells you what happen so far in the coop’s operation. The Chair ask recommendation for his actions 13. Reports of the standing committees – Acts on the recommendation of the Committees

32. 26 14. When somebody is making recommendation, ask for comments. If there is no comment. The Chair will declare that the recommendations be approved. With comment – the Chair will allow debates, listen to both side. Until the Chair feel that the matter are sufficiently discuss. Then he can now divide the house

33. 27 15. Many Presiding Officers (POs) had the tendency to talk all the time, becoming their advocacy. NO! If the Chair wants to give inputs then he calls the VC to preside till the time the matters being discussed have been addressed. The Chair says “ the VC had acted upon the matter so I am now assuming the Chair

34. 28 16. MAXIMIZE OUTPUT. Technology of participation. We want to maximize output because we want to: INNOVATE – idea generation and solve problem. Some members of the Board are talkative/silent. How do we get silent people to participate? Agenda – Increase Volume of Business Provide papers. Ask them to write 3 ideas on the agenda. Capture everybody’s idea. Come up with the presentation of ideas. Divide the group into 2 so that there will be sharing of ideas. Come up with the presentation of ideas Prioritize ideas and act on it.

35. 29 Encourage the shy and restrain the verbose and opinionated Allow only one discussion topic at a time. Employ visual aids where they may help people to make their points

36. 30 20. Members speaking at the same time – recognize one person at a time 21. Rejection on the approved decision – Open for comment. 22. disagree without being disagreeable (IMPERFECT CHARACTER) 23. Summarize at intervals

37. 31 24. At the last part of the meeting – The Secretary is requested by the Chair to announce resolutions approved or action points agreed upon Ask a motion for adjournment Thank every one for their contribution. Conclude firmly & tidily

38. 32 After the meeting: 1. Request the secretary to write down immediately decision taken, the tasks agreed with person responsible for action and the dates by which action should be achieved. 2. Distribute the note to all participants and to others as appropriate 3. Monitor the progress of subsequent action Minutes should be certified true and correct by the Secretary and attested by the Chairman

39. 33 Conducting a meeting is an art, an art that can be learned through an expert or consultant