Meeting roles & skills 

Definitions:

Agenda - a list of topics that will take place at a meeting. Agendas usually include the time given to discuss each topic.
Agenda item - a topic on the agenda.
Brainstorming - a creative process where people generate as many ideas as they can without evaluating them until later.
Facilitator - someone who coordinates the process of the meeting.
Go around - where each person around the room has a chance to speak briefly about the issue.
Minutes - the written record that documents the decisions and participants of a meeting.
Minute taker - someone who writes down the minutes and types them up for the group to review at the next meeting.
Process - the patterns of the group's interactions in the meeting, as opposed to the content or outcome of the meeting. 
Speaker's list - a list of who's turn it is to speak in a meeting. If someone wants to speak, they raise their hand or catch the attention of the facilitator. People are allowed to speak in order of when they put their hand up. This prevents people from interrupting others or talking a lot.
Tabling an item - putting off a discussion until the next meeting, often because of a need for more information or thought.
Timekeeper - someone who reminds the group of how quickly the time is slipping away.
 

Minute taker

Minutes are very important because they create a collective record of your activities. Minutes are used to:

refer back to at the next meeting to see if everyone has completed their tasks
reviewed at the end of the term to see if you accomplished your goals
keep a record of who was in the group
be a reference for new members or a new group to follow in your footsteps
work with the facilitator to verify whether the group is ready to move on the next item. For example, to make sure it's accurate for the record, the minute taker will read back the decision made or tasks that have been assigned.

Minutes must include:

when and where the meeting was held
who attended the meeting
approval of the minutes from the previous meeting - that they are accurate. If not, changes to the record must be approved by the group.
an outline of each item discussed (if there were opposing viewpoints of other concerns, you may want to record the discussion in more detail).
the details of each decision make
a list of who volunteered to do which tasks
a list of topics for the next meeting should be recorded
the date and location of the next meeting

Making the written record

1. Handwritten minutes

The minute taker can write notes during the meeting in a special binder. This binder must be kept in the office. If you lose it, you lose all your records. This method takes less work and the notes are always available for people who missed the meeting to look at.

Handwritten minutes must be legible in order to have any use at all.

2. Typed minutes

This means that someone takes notes, in whatever handwriting they please, and then takes them home and transcribes it. Then, they hand out photocopies to everyone at the next meeting (or you can fax, mail or e-mail them to people in advance of the next meeting so people can look through them). The benefits are that the minutes are always legible and there are multiple copies available. The drawback is that re-typing the notes is time-consuming, the minutes can be late (or non-existent) for the next meeting and a record isn't available for people to look at right away.

Timekeeper

The main job of the timekeeper is to estimate how long it will take to discuss an item, and to keep meetings from going over time.

In general, the more conflict is anticipated, or more details to be discussed, the longer the time needed.
 

It's important to keep on time because:

a) some members may have to leave right at the end of the meeting
b) long meetings will deter new members and bore current ones
 
 

The timekeeper:

must have a watch
ensures that all agenda items have been assigned a time (this is decided by the group)
warns the group as they run out of time. In short meeting, a 5 minute warning is enough to start winding down a discussion on a topic. In long meetings, it may take 15 minutes to end a discussion that's gone for an hour. You can signal that time is running out by announcing "5 minutes left on this topic" during a pause in the conversation, by holding up your hand or a piece of paper with the time remaining on it.
signals the facilitator when the group is out of time on that issue.

What happens when you're out of time.

The facilitator has two choices:

If the meeting looks close to resolution, the facilitator can summarize the discussion and call for a quick test for agreement on a proposal.
If the issue is not resolved, the facilitator asks everyone if they want to keep on talking about this issue. Everyone at the meeting must agree to keep on talking - or else the item should be tabled until the next meeting. The discussion should have a new time limit, it shouldn't go on forever. Check to see what other decisions or discussions need to take place at this meeting, or if anyone has to leave right away before you decide to keep talking about one issue.

 

Facilitator

The facilitator directs the process of the meetings, not the content. Everyone is responsible for keeping the meeting on time, on topic and in a good mood, but the facilitator has some powers and duties that other people don't have. This includes disciplining disruptive, rambling, rude and bullying people, making a speaker's list, encouraging everyone at the meeting to participate, summarizing issues and keeping the discussion on topic. Facilitators need to concentrate on the process, and can't get too involved in the topic being discussed.

Who facilitates?

Rotating facilitators at your meeting will give everyone a chance to improve their skills at this.

In large, long or difficult meetings, people have to share facilitation.

In controversial meetings, have an outside person facilitate. You may all want to participate in the discussion. Ask around for someone who is skilled in facilitation who may be able to help you get through the meeting swiftly.

Coordinating issues

make sure there is an agenda (check the minutes of earlier meetings to look for tabled issues)
make sure the issues are in a logical order (ie. financial report is given before money-related decisions are made)
introduce each item and ask if everyone is familiar with the background
define what needs to be accomplished (decision, announcement, approving a proposal, choosing between two proposals, planning or taking an action)
if the discussion is repetitive, sum up the points and move the discussion forward
sum up a proposed decision and check for visible signs of agreement (nods, hand signals etc.)

Coordinating people:

introduce any new members of the group
check to see if anyone has to leave early, this may affect the agenda
make sure everyone has a chance to speak, try and encourage quiet people to speak more and talkative people to listen more.
prevent conflicts between two people from taking over the meeting (ask other people what they have to say, tell the feuding members that they need to speak less and listen to other people in the meeting).
keep a speaker's list of who's turn it is to speak


  Special powers of the facilitator

You can interrupt people to ask them to summarize their points, remind them to not go off topic, tell them to not interrupt others, stop them from being rude to another person.

You can jump the speaker's list if you want to bring up a process issue - like a limited amount of time remaining in the meeting, to attempt to clarify an issue or summarize the discussion

You can cut off discussion if people are off topic or repeating themselves. Ask if anyone has something new to say or a new proposal to make. You can also propose that the issue be tabled until the next meeting, when you'll hopefully have more information.

Facilitating meetings
 

What is facilitation?

Facilitation is about clarifying the issues in a meeting, making sure that both the product and the process are on track with the group's stated goals, policies and philosophies.

Everyone has the responsibility to try and follow these guidelines in the organization. In a specific meeting, someone is appointed facilitator to be aware of the process taking place at that time. Sometimes we may lose sight of the big picture, we may react personally to an issue that isn't really about us, we may not be as active is asking for clarification as we should be and other slips in conscientiousness.

How do I learn it?

Facilitation involves a focus on process, not results. It involves encouraging people to act cooperatively and work collectively. Our dominant culture and education do not give us much training in this. Unless we make a distinct effort to change our behaviours, we tend to follow what we've been taught. Your skills at facilitating will improve with experience, Being in meetings and watching skilled facilitators operate is the best way to learn.

How do I do it?

Facilitators must listen carefully to what's going on. However, you can't get lost in the details of the meeting, listen to the process and the larger patterns. 

In order to keep sight of this process, the facilitator must step away from involvement in producing the product of the meeting - decisions. The facilitator cannot start debating actively in a meeting, you participate only to alter the process and guide the dialogue. You have certain powers during the meeting in order to make this happen, such as jumping the speaker's list, cutting off the speaker's list, disciplining unruly members etc.

Tools for facilitating

As you listen, watch out for some common patterns that people fall into in meetings. Ask yourself these questions as the meeting goes on:

Who is talking? Does someone talk more or interrupt others?
Process objective:You want to make sure everyone has a chance to speak

Tools: 

Make a speaker's list.
Use poker chips or marbles and give everyone equal amounts. Every time you speak (except to say yes, or asking for clarification) you put a chip or marble into a central pot. When you've used up your chances, you have to wait before everyone has used up their turns. Then the marbles are redistributed and you can speak again. This is especially handy in consciousness raising groups and large meetings.
Inform someone who's interrupting that they are doing this, sometimes people are excited and aren't aware of it. Then warn them that they'll be cut off the speaker's list if they persist. - Interrupt them as they interrupt and tell them to be quiet and let the other person speak.

 

Did everyone signal yes?
Process objective: Make sure that everyone's paying attention and if they have problems they have a chance to speak up.

Tools:

Ask people who haven't said anything to speak.
Go around the table and let each person say yes, no or whatever.
Develop hand signals (eg. thumbs up) where people can signal their approval so a quick visual scan will let you know they're in agreement.

 

Who does this situation involve/affect? 
Process objective: You can't make decisions when key people aren't there. Also, you don't want to spend meeting time working out details between two people. 

Tools:

Try and clear the agenda, moving items to a committee, asking people to meet quickly after the meeting to work out details etc.
Make suggestions that the item be tabled until the next meeting, that someone call a missing member, that a committee be struck etc.
 
 

Are people starting to repeat themselves?
Process objective: to get people to listen to each other or to give new suggestions to the problem.

Tools:

Point this out. Stop the speaker's list and ask people to speak ONLY if they have something new to say.
Make a proposal and test for consensus.
Postpone the decision until you have more information or new ideas.
Using poker chip system techniques, limit speaking time so people aren't as tempted to repeat others or themselves.

 

Is someone telling others how they should be feeling/acting?
Process objective: to keep people focused on themselves.

Tools:

Ask people to use the format -

1.) I feel (sad, angry, afraid, appreciative, happy, safe)...

2.) Because I think.....

3.) And I want (a solution that would satisfy you)....

Ask everyone else to listen carefully. Feelings are always valid and real. Perceptions can be mistaken, however. Listen to what the person is asking for and find out if you can provide that.

Is someone complaining a lot?
Process objective: to find solutions

Tools:

Ask them to provide suggestions or solutions.
Probe the problem until you have a clear understanding of the specifics and can break it down into manageable parts.

 

Are some perspectives being left out of the meeting?
Process objective: to balance the speaking opportunities.

Tools:

Often groups have unequal representation. When speaking time is allocated per person, you can get imbalances on a larger scale. For example, if you have 1 disabled woman and 7 able-bodied people, you may get 7 x the speaking time allowed for able-bodied perspective. When dealing with issues that you think reasonably affect different people in your group differently (eg. gender, race, disability, class, etc), break up the speaking time according to group - not per person. This is often called group and caucus. The meeting can be split up into the group (the socially dominant members) and caucus (traditionally marginalized members) to discuss an issue. The sub-groups can see what perspectives they share, work through issues in a safe space, and then appoint a spokesperson. The groups meet again and relay their points to each other. Speaking time continues to be divided according to group. If there is disagreement between members of either group, they may want to meet split off again to clarify their position.

This can be done informally (without the separate meetings) by the facilitator asking for balancing opinions or making alternating spots on the speaker's list for a member of both groups to speak.
 
 

Is everyone paying attention? Do they know what's going on?
Process objective: wake up and smell the coffee

Tools:

Take a quick break.
Tell everyone to stand up and stretch or play music. 
Have games and eating breaks in long meetings.
Announce a question period before there's closure on the issue.
Table some non-essential items to the next meeting.

 

Is someone being rude or offensive?
Process objective: create a safe space, stop personal attacks

Tools:

If you suspect the meeting will be difficult, have everyone agree on ground rules at the beginning of the meeting. You can refer back to these rules and remind people of their agreements.
Cut them off right away. Let them know their comments are out of line. If they persist send them out of the room to cool off for 5 minutes. You can take further action if it continues, your primary responsibility is to make the meeting place safe. Destructive people need to be shut down.


Does someone drone on, talk a lot and wander off the point?
Process objective: move the meeting along, keep on topic

Tools:

Remind people what the purpose of the discussion is - to make a decision, to take action. Only talk about issues that need to be discussed at this time.
Interrupt them and remind them that in view of the limited time, could they briefly summarize their point?
Interrupt the meeting when it's off topic, remind everyone how time is pressing in.
Speak to them after the meeting
If everyone is like this, try and nail down your agenda items and time limits so you know how much needs to be done and how tightly you need to keep on track.

 

Exercise - Establishing ground rules for your meetings

It's important to have some ground rules for your meetings before your group gets going. Here are some sample rules to discuss. Go through them and talk about how you feel about them? Which statements do you agree with? Disagree? Are there other rules you need or would prefer?
 

The facilitator shouldn't be involved in the content of the meeting. They should be concerned only with the process of the discussion.
The facilitator should be rotated at each meeting, so everyone gets a chance to facilitate.
There should always be two facilitators at each meeting.
Interruptions to request information or clarify a point are fine, people who interrupt to argue or jump in with their opinions should be cut off by the facilitator.
People who say they will do something and then don't should be reminded at each meeting. After two meetings, if they still haven't done their work, they shouldn't be allowed to take on any more work. After three meetings has gone by, they shouldn't be allowed to participate in decision-making.
People who are affected by a decision should be involved in making it. 
What can volunteers or staff decide?
Meetings should start on time and end on time.
Meetings should include a friendly social aspect, people should be relaxed and welcomed into the meeting whenever they arrive.
The ideal way for a group to work is if everyone agrees. However, if you can't reach consensus after two or three meetings, you should be allowed to call a vote. A 3/4 majority is needed to decide to vote on a topic, and a 3/4 majority is needed to pass the vote.
Different cultures have very different speaking styles. Groups should try and take into account cultural expectations before setting the rules for their meetings.
It's better to have a skilled, external facilitator for long, difficult and important meetings or to resolve conflicts. The group should allocate money to pay someone for this.
If a meeting can be avoided, it should be. Whenever possible, the group should try and have two or three people work on a topic and present a proposal to the rest of the group. People should also use mail, faxes, phone calls, bulletin boards and other methods to reduce the amount of time spent meeting as much as possible.
Meetings are an integral part of coordinating a group, they keep information flowing and generate ideas. Meetings should be frequent to provide feedback for everybody's ongoing work.

by Regan McClure

Bibliography

The Perfect Meeting by David Sharman, Random House, London, 1993. An excellent, and brief, guide to holding meetings. Include formal and business-type meetings, as well as consensus and innovative techniques.

Effective Meetings by P. Hodgeson, Century Business, London, 1992. Another great guide to holding meetings, blending practical tips and general theory.

Chairing a Meeting with Confidence: An easy guide to rules and procedures by Kevin Paul, Self-Counsel Press, Vancouver, 1992. Very useful for official meetings - Annual General Meetings, Elections of a Board, deputations etc. Includes a simplified set of rules and loads of information on preparing for a meeting.