Consumer Protection Develops, enforces and promotes legislation that protects consumers. EnergySafety Technical safety regulation for the electricity and gas industries. Labour Relations State system employment laws and public sector labour relations. WorkSafe Regulation and promotion of safety in general industry. Corporate Freedom of information guidelines, reports, policies, plans, and contact information. All members must be notified of: The following suggestions can assist in this regard: Members in attendance should be given the opportunity to read the documents or if agreed, to obtain copies; make sure everyone at the meeting gets a say.
People who tend to dominate should be stopped and quieter people encouraged to voice their opinion; no one wants to spend long hours at meetings. If there are a lot of people who want to speak in relation to the matters under discussion, it is useful to limit the amount of time each member has to speak; and ensure there are clear decisions and that everyone understands the matters being discussed.
It is especially important that the person taking the minutes has the opportunity to write down what is agreed. It can be a good idea to sometimes stop and check that everyone approves what has been recorded as the resolution passed. For further information, see Minutes. The chairperson is responsible for implementing these suggestions. Notice and agenda of meeting The purpose of a notice of meeting is to inform the members of when and where the meeting will be. The agenda informs the members of what is to be discussed and done at the meeting so that the members can decide: A typical agenda briefly sets out what matters will be covered and in what order.
An example of a simple agenda: Minutes of previous meeting Matters arising Correspondence Reports Fundraising projects General business Next meeting Close Chairperson A proper meeting must have a chairperson to chair the proceedings. The chairperson is required to control the meeting procedures and has the task of: Quorum A quorum is the minimum number of people required for the meeting to be valid. If a quorum is not present, the meeting may: The decisions made at the meeting then carry the weight of recommendations to be ratified: Please note, the second option may not be allowed by some rules of association.
Motions and resolutions A motion is a proposal that is put before a meeting for discussion and a decision. Putting forward and voting on a motion A member of the meeting puts forward a clear and concise proposal for a decision or action to the meeting via the chairperson. This is called a motion. A second person agrees to 'second' the motion.
This person is referred to as the seconder. This is not a vote in favour of the motion but a vote to have the motion put before the meeting. If a motion is not seconded, it lapses. Discussion follows, generally in the format of alternating speakers for and against the motion. After sufficient debate, the person who originally moved the motion has a right of reply.
The motion is read aloud and voted on. If the motion is passed, it becomes a resolution. A resolution passed by a simple majority of votes more than half of the members who cast a vote is known as an ordinary resolution. Most resolutions in the life of an association will be of this type. The resolution is formally documented in the minutes along with the name of mover and seconder.
Amending a motion or resolution The mover with the agreement of the meeting can usually amend a motion. Special resolutions There are three occasions when the Act requires something more than a simple majority vote to pass a resolution. Points of order In general, the rules of debate are that someone should not be interrupted while they are speaking for or against a motion, unless: Examples where a point of order may be called are where: Voting methods When a meeting wants to decide on a matter, it does so by voting.
Various voting methods can be used such as a: The chairperson calls for those in favour of the motion to raise their hand and a count is taken. The process is repeated for those voting against. The method is suitable for small meetings as counting can become difficult with large groups; voice vote: The decision is based on the volume of sound.
The disadvantage of this method is there is no clear count of those in favour and those against; rising method: The chairperson calls for those in favour of the motion to stand and a count is taken. For large groups this method makes counting easier than a show of hands; Ballot: This is generally used for very important matters eg it is commonly used for the election of committee members and when secrecy or confidentiality is required. The meeting may be adjourned while the counting is taking place; poll: It is technically the only form of voting that allows all proxy votes to be counted.
Many association rules do not deal with polls. A proxy vote is where someone else votes on behalf of another member who is unable to attend the meeting; or chairperson's casting vote: Although the chairperson may use the vote to decide either for or against a motion, it is preferable to give it against the motion.
The above comments apply primarily to general meetings of members. Proxy and postal voting Proxy and postal voting can be used only if these forms of voting are specifically provided for in the rules of the association. An example of a simple proxy format follows: Minutes Although not a specific requirement under the Act, it is considered essential to keep accurate minutes of all association meetings, whether general, committee or sub-committee meetings.
A good process to ensure the minutes are accurate is to: It is important the minutes record any resolutions or decisions made at a meeting. Minutes should be as brief as possible without jeopardising accuracy and credibility of the record.
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It is up to the association whether it also wants minutes kept of any discussion. Any one or more directors or officers of the Corporation are authorized and directed to perform all such acts, deeds, things and execute under the seal of the Corporation or otherwise such documents and other writings, including treasury orders, as may be required to give effect to the true intent of this resolution. The audit committee has responsibility for reviewing the year end financial statements with the auditors and recommending to the board that the statements be approved.
A separate meeting of the Audit Committee should to approve the financial statements and submission of the statements to the board for approval. The introduction assumes that a representative of the auditors is present at the board meeting to answer additional questions. The mandate of the Audit Commitee may include the responsibility to review interim financial statements. The introduction to the following resolution assumes that the board has granted to the Audit Commitee this responsibility and that the Audit Committee has held a separate meeting to approve the interim financial statements.
He advised that the Audit Commitee had reviewed the financial statements and recommended to the board that the statements be approved. This resolution relates to the approval of an agreement in draft form and authorizes further changes to the agreement that may be required before the agreement is signed.
The board may wish to specify in further detail who may execute the agreement or the extent of amendments that may be made to the agreement eg. Resolutions relating to the approval of agreements should be vetted by legal counsel. This is particularly important if legal counsel will be required to provide an opinion relating to the agreement.
This resolution relates to the ratification of an executed agreement. If you want to avoid having the ubiquitous and time-wasting 'Any Other Business' on your agenda, circulate the agenda well in advance and ask for additional items to be submitted for consideration. Formal agendas for board meetings and committees will normally have an established fixed format, which applies for every meeting. This type of formal agenda normally begins with:.
For more common, informal meetings departmental, sales teams, projects, ad-hoc issues, etc , try to avoid the formality and concentrate on practicality. For each item, explain the purpose, and if a decision is required, say so. If it's a creative item, say so. If it's for information, say so. Put timings, or time-per-item, or both having both is helpful for you as the chairman.
Sample Board Meetings Minutes | Early Stage Tech Boards
If you have guest speakers or presenters for items, name them. Plan coffee breaks and a lunch break if relevant, and ensure the caterers are informed. Aside from these formal breaks you should allow natural 'comfort' breaks every minutes, or people lose concentration and the meeting becomes less productive. New starters Sue Smith and Ken Brown. The new Digi-range is launched in month five. Product demonstrations and presentation of performance data, USP's, benefits for key sectors, and details of launch promotion.
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Brainstorm session - How can we accelerate major accounts development in offshore sector? The key to success is keeping control. You do this by sticking to the agenda, managing the relationships and personalities, and concentrating on outcomes. Meetings must have a purpose. Every item must have a purpose.
Remind yourself and the group of the required outcomes and steer the proceedings towards making progress, not hot air. Politely suppress the over-zealous, and encourage the nervous.
Meetings - how to plan and run meetings
Take notes as you go, recording the salient points and the agreed actions, with names, measurable outcomes and deadlines. Do not record everything word-for-word, and if you find yourself taking over the chairmanship of a particularly stuffy group which produces reams of notes and very little else, then change things. Concentrate on achieving the outcomes you set the meeting when you drew up the agenda.
Avoid racing away with decisions if your aim was simply discussion and involving people. Avoid hours of discussion if you simply need a decision. Avoid debate if you simply need to convey a policy issue. Policy is policy and that is that. Defer new issues to another time. Practice and use the phrase 'You may have a point, but it's not for this meeting - we'll discuss it another time. If you don't know the answer say so - be honest - don't waffle - say that you'll get back to everyone with the answer, or append it to the meeting notes.
If someone persistently moans on about a specific issue that is not on the agenda, quickly translate it into a simple exploratory or investigative project, and bounce it back to them, with a deadline to report back their findings and recommendations to you. Always look at how people are behaving in meetings - look for signs of tiredness, exasperation, and confusion, and take necessary action. As a general rule, don't deviate from the agenda, but if things get very heavy, and the next item is very heavy too, swap it around for something participative coming later on the agenda - a syndicate exercise, or a team game, a quiz, etc.
Who takes the meeting notes or minutes, keeps command minutes is a more traditional term, and today describes more formal meetings notes. You must take the notes yourself, unless the meeting format dictates a formal secretary, in which case ensure the secretary is on your side. Normally you'll be able to take the notes. They are your instrument of control, so don't shirk it or give them to someone else as the 'short straw'. Meeting notes are essential for managing meeting actions and outcomes.
They also cement agreements and clarify confusions. They also prevent old chestnuts reappearing. A meeting without notes is mostly pointless. Actions go unrecorded and therefore forgotten. Attendees feel that the meeting was largely pointless because there's no published record. After the meeting, type the notes it's usually quicker for you to do it , and circulate them straight away, copy to all attendees, including date of next meeting if applicable, and copy to anyone else who should see the notes.
The notes should be brief or people won't read them, but they must still be precise and clear. Include relevant facts, figures, accountabilities, actions and timescales. Any agreed actions must be clearly described, with person or persons named responsible, with a deadline. The final crucial element is following up the agreed actions your own included. If you run a great meeting, issue great notes, and then fail to ensure the actions are completed, all is lost, not least your credibility. You must follow up agreed actions and hold people to them. If you don't they will very soon learn that they can ignore these agreements every time - negative conditioning - it's the death of managing teams and results.
By following up agreed actions, at future meetings particularly, when there is an eager audience waiting to see who's delivered and who hasn't , you will positively condition your people to respond and perform, and you will make meetings work for you and your team. Here is a simple structure for formal meeting notes involving a group of people within an organisation:. And then other items as per agenda, for example these are some of the many possible typical reports and meeting items discussed within a business or board meeting; other types of meetings would have different item headings:.
Normally the items and points within each item are numbered 1.
Board governance for early stage technology companies
Importantly, all actions agreed in the meeting need to be allocated to persons present at the meeting. It is not normally appropriate or good practice to allocate an action to someone who is not present at the meeting. Actions that are agreed but not allocated to anyone will rarely be implemented. Action points and persons responsible can be highlighted or detailed in a right-margin column if helpful.
These days verbatim minutes precise word-for-word records are only used in the most formal situations. Modern meeting notes should ideally concentrate on actions and agreements. Reports should if possible be circulated in advance of meetings giving delegates adequate time to read and formulate reactions and answers to any queries raised. It is not good practice to table a report at a meeting if opportunity exists to circulate the report beforehand. Ensure you have a clear agenda - ensure both sides submit items for inclusion - the agenda is the method by which you control the meeting timings, items being discussed, staying on track, realistically intended outcomes from agenda items.
Keep insisting that each side really truly tries to learn and understand the other side's aims, objectives, feelings, background etc. Understanding is different to agreeing - very important to keep explaining this - by understanding each other there can be constructive debate towards agreement, without understanding, any agreement is impossible, so too is sensible adult discussion.
Try to agree the meeting aims with the attendees before the start - important to keep this realistic - don't try to reach agreement too early - concentrate on developing mutual understanding and to diffuse conflict and emotional issues which make it impossible to move on any further. If the gulf is too big to make any progress at all, suggest a job swap or shadow for a week - the chief of each side should experience the other side's challenges and day-to-day difficulties.
This will certainly improve mutual understanding and can accelerate improvement in cooperation and agreement. Follow the rules of running meetings where helpful so that you plan the meeting and keep control. When you seat people at the meeting mix them up to avoid adversarial one-side-facing-the-other situation, which will happen unless you split them up. This assumes that necessary market research and consultation with staff, customers and suppliers has already taken place. Start with the vision - what do we want this business to be in two years time?
If delegate numbers permit, allocate syndicates a number of aspects each. Change groups as appropriate, move between whole group brainstorms to small group syndicates sessions. Then work on the necessary enablers, obstacles, cause-and-effect steps along the way for each aspect aim. This will result in the basic timescale and strategic plan. And to add an extra dimension to the meeting and planning process - and too reinforce relationships with your most important customers, suppliers and partners - invite some of them along to the meeting to contribute, validate ideas and collaborate.
It's a particularly useful way to make the the session more dynamic and meaningful, as well as keeping the focus on the real world. Log in using your account on. Back to course 0. How to Chair a Meeting Meetings - how to plan and run meetings Wiki 2. Interpersonal Skills Clean Language: David Grove Questioning Method Wiki. Back to Communication Skills. Other Resources in this section. Meetings - how to plan and run meetings.