robert's rules and meeting management
TRANSCRIPT
Webinar on Meeting Management
will begin soon!
Roberts’ Rules and Meeting
Management
MidAmerica WebinarRev. Dr. Lisa Presley
District Executive, Heartland
Brought to you by MidAmerica Region
Central MidWest, Heartland and Prairie Star Districts
Welcome!
Welcome Introductions Technical Issues: Apologies
Abound!
This Webinar is Being Recorded
Roberts’ Rules and Meeting
Management
MidAmerica WebinarRev. Dr. Lisa Presley
District Executive, Heartland
Chalice Lighting
Look at our assumptions and habits of
meetings How to make meetings more inclusive How to run efficient meetings Parliamentary Procedure
Roberts Rules: What they really say! Consensus: What it really is!
Tonight’s Webinar
As member-based organizations, meetings
are the way things get done We make a lot of assumptions about meetings
—what should happen, when they should happen, who does what
Time to open up that can of worms Always can improve how we do what we
intend to do All we do is for theological deepening and
transformation
Meetings: Why?
We must have committees and meetings
What about Task Groups or Work Partners? Meetings must happen every month, no
matter what Could switch to quarterly or electronic
The committee members are the ones to do the work Separate workers from organizers—different
skill sets Committees have to last as long as it takes to
do the work Review every committee at least every other
year for relevance
Assumptions and Habits
Build in social time
Pre-meeting social hour? Snacks? Worship service before on meeting night
Encourage appropriate laughter Approach with lightness, not dread Again, approach from religious perspective:
how are we growing our spirits?
Enjoyable Meetings
Always ask who isn’t present?
Make sure not ruling out historically marginalized folks
Put a chair at the table for the voices not there Ask questions that will elicit the views of those
not present Accommodations:
Where held—accessible in broadest sense? What about children? Time and date issues Virtual meeting possible?
Inclusive Meetings
Realize meetings serve a variety of purposes:
Social Connect members Allow participatory leadership Get things done Legal requirement Achieve something spectacular Deepen our spirits
Need to make space for all of this to happen
Efficient Meetings
Realize people approach differently:
Leap to quick understanding Mull over for unintended consequences Want decisions Want dialog Think quickly/slowly Speak to know what thinking Think to know what to say
Need to make space for all of this to happen
Efficient Meetings
Build Agenda carefully
Check minutes for old business Solicit ideas and issues from others Add suggested time limits – no more than 90 minutes
of work! Send Agenda and documents out in advance Rule of thumb: don’t decide anything important in
same meeting presented unless absolutely necessary
Consider advance session to inform folks: town hall Agree on Rules before starting meeting (more
later)
Efficient Meetings: Prepare
Create a covenant for how you will be
together; review regularly Start religiously:
On time (time-ish) Chalice Lighting Check In Theological Reflection
End well: Check out, including task review and
reassignment Closing reading
Effective Meetings: There
Ensure everyone is involved appropriately
Ask input from everyone Institute “step up, step back” awareness
Encourage “Angel’s Advocates” Three good things about idea How would we be better if this was
chosen/worked? Appoint timekeeper and Process Observer Empower everyone to keep time and observe
Efficient Meetings: There
Make sure notes/minutes are circulated
quickly Include a “task list” that reminds folks of
commitments Follow up with folks as appropriate Share the news with others Confirm the date of the next meeting (if any!) Do what you said you’d do; if you can’t, let
folks know as soon as possible so alternate plans can be made
Efficient Meetings: After
Ensure you know what Rules will govern your
meetings: Roberts? Consensus? Roberta’s Rules? Others?
Make sure that you have: Parliamentarian who can assist with
understanding the Rules Training for those running, and those attending
Efficient Meetings: Rules
Who was Robert, and why his rules? Henry Martyn Robert, Army Engineer
Motivated by failure Created own set 1876 Now in 11th Version with forward by Henry
M. Robert III (!) Direct line of succession in creating new
versions Often default way of decision making
Robert’s Rules
Basic Premises:
No one speaks without recognition—no shouting out
Always need a motion to discuss anything, & second
No one speaks a second time until all heard, unless Chair agrees
Chair may call upon whomever as often as want to clarify issues
Only members have privilege of floor, but Chair may allow others to speak
Point of Information: when don’t understand things
Robert’s Rules
Point of Personal Privilege: when need
something Moving the previous question, with Chair
recognition; not debatable; 2/3 to pass Need to be polite!
Chair may call for the vote without moving the previous question, especially when no one waiting to speak
Point of Order when think not following Rules – can interrupt!
Robert’s Rules
No “friendly amendment” under Robert’s
Can make amendments to motion Can withdraw original motion and then move
new one Abstentions:
Don’t need to call for them unless requested Do not count in the vote—if more vote for than
against, it passes (subject to plurality required)
Robert’s Rules
Customary role for Chair:
Doesn’t make or second motions (though can) Steps out of chair when wishes to speak on
issue Can break a tie in vote, but doesn’t need to
Getting rid of motion: Withdrawn by mover Voting against Tabling (though can be brought back) Postpone (to particular time) Postpone indefinitely (basically kills the motion)
Robert’s rules
Conditions necessary for consensus
governance: Common goal Commitment to reach consensus Trust and openness Sufficient time Clear process Active participation Good facilitation
Consensus Model
Introduce and clarify issues Explore issue and look for ideas Look for emerging proposals Discuss, clarify and amend proposal Test for agreement If agreement, then implement If no agreement, back to emerging proposals
for other options/agreements
Consensus Process
Not just everyone agreeing, but shades of
agreement/disagreement: Agreement: this is what we should do Non-support: don’t see need, but will go along Reservations: might be mistake, but can live
with it Standing aside: can’t do personally, but won’t
stop others Blocking: cannot support or allow group to
support; it is immoral, wrong Withdrawing: must leave if this occurs
Consensus Decision
If don’t come to an agreement/consensus,
then follow whatever pre-existing decision or, if none, then do not act at all
Takes time to reach; not good for quick decisions
Requires deep commitment by members Appreciates complexity of situations Can be a powerful way of participating, and
when reach consensus, often have greater buy-in and participation
Consensus Review
Need clear and shared articulation of when
you use which (or whatever rules you choose) What do your bylaws say about specific things
such as quorum, calling a minister, purchase/sale of property
If choose consensus as “default,” then what will you do if you don’t find consensus?
Regardless: need to teach and learn—it’s not just automatic
Robert’s vs. Consensus
Robert’s Rules “Official” website:
http://www.robertsrules.com/history.html Consensus governance Meetings that Work Roberta’s Rules:
http://www.robertasrules.net/ Consensus:
http://seedsforchange.org.uk/consensus http://
www.actupny.org/documents/CDdocuments/Consensus.html
Resources
Meetings that Work, UUA Publication
http://www.uua.org/documents/congservices/meetingswork.pdf
Patrick Lencioni, author of leadership fables Death by Meeting
Alban Institute, congregational life think-tank www.alban.org
Resources
What are your questions?
Q & A
It has been said democracy
is the worst form of government except for all those others that have been tried.
Winston Churchill
Final Words