One of the most important elements in the operation of a community association is the meeting process. The success of an association is often reflected in the quality and tenor of its meetings. Surprisingly, the meeting process is often ignored or misunderstood in many communities. We have all attended the interminable three-hour board meeting. Most of us have also been privy to the process of rescheduling an annual meeting due to the lack of a quorum, or we have been at the occasional special meeting that nearly erupts into a riot because of some controversial topic being discussed.

In this article we will explore some of the techniques for successful meetings and ways to implement them in an effort to streamline and control the meeting process.

What Is a Meeting?

The board is in charge of a corporation whose assets may be worth millions of dollars. A board meeting is a gathering of the corporate board to conduct the business of the association. Similarly, the annual meeting is a business meeting of all the members of the corporation to conduct business and to elect the directors of the corporation. A special meeting is like an annual meeting in that it involves all the members of the association. However, the only business that may properly be discussed or conducted at a special meeting is that which has been posted with the notice of the meeting. Committee meetings are held to explore ideas and avenues of operations assigned as tasks to the committee by the board.

The four types of business meetings held by an association, then, are board, annual, special, and committee. How these meetings are conducted will have a dramatic impact on the success of the community and will, more often than not, be responsible for whether members will be willing to serve in leadership positions in the future.

To be successful, each type of meeting requires its own unique processes. Many elements enter into the meeting process, and they can be broken into three categories: preparation, conduct, and follow-up. No one category is more important than another, so let's begin by discussing the preparation required for the board meeting. For purposes of discussion, we will assume that the community holds monthly board meetings to conduct the business of the association.

Board Meeting Preparation

Time is the most precious asset anyone can possess. The amount of time members spend in a board meeting should be viewed as a gift given by the board members to the association and it should not be squandered. Board meetings should not be viewed as performances for the general membership but as genuine working business meetings. In order to accomplish this, as many issues as possible must be discussed either in writing (E-mail works great) or verbally, prior to the meeting. It is imperative that the board avoid surprises at their business meetings. No issue should be raised that is not published on the agenda, and the agenda should be in every board member's hands at least three to five days prior to the meeting.

The president should insist that each board member who has raised an issue for discussion put that issue on the agenda and supply all pertinent information, in writing, prior to the agenda's publication date. It is imperative that the board meeting not be viewed as an opportunity for board members (or the property manager, if there is one) to hear themselves talk. Board members are not obligated to speak to each issue that is raised. If they were, meetings would likely last two or three hours.

Preparation begins with a written agenda that is published at least three to five days prior to the meeting. The agenda will include a line for committee reports. Again, no committee should report unless they have submitted their report, in writing, prior to the agenda's publication. Committee reports do not have to be long documents. Instead, the reports can be a summary of the committee operation, but they should include any motion that is being requested of the board by the committee. If it looks as though the report will present a problem at the board meeting, it should be discussed and resolved by the president and the chair of the committee privately and before the meeting. Doing so avoids the public humiliation of the committee presenting an idea or motion that they have worked diligently to create only to be blown out of the water by the board.

If the association is professionally managed, the management report will also be part of the agenda. Again, this report should be in writing and in the hands of the board members at least three to five days prior to the meeting. This is especially important because the management report will undoubtedly include items that require action by the board. The manager should contact each board member prior to every meeting to answer any questions that have been raised regarding the report and issue clarifications as necessary so when the meeting is called each member is prepared to make responsible decisions based on the information provided.

Board Meeting Conduct

The conduct of the meeting, in conjunction with the preparatory steps outlined above, can make the most dramatic difference in not only the length but also the quality of the meeting. Many factors must come together for a successful meeting to take place. Among these are the location and meeting environment, the method of controlling the length of the meeting, and the willingness of the president and board members to share the responsibility for conducting efficient, businesslike meetings.

The best place to conduct a working meeting is in a businesslike environment. To most associations, this means having the board meeting in a meeting room at a table set up for that purpose. But what if the association has no meeting room? To solve the problem, many association boards find themselves meeting in a board member's unit. This is the least recommended environment to try to have a business meeting. The psychology of someone's home is social, not business. An alternative place can almost always be found. Local schools, churches, hotels, and other businesses have been known to donate space for board meetings. If no alternative can be found and your meetings must be held in a member's unit, meet at the dining room or kitchen table. That is where most business in a home is conducted. Try to set the psychology of a business meeting.

Agendas

Nearly everyone uses an agenda to organize his or her personal life. And, likewise, a method needs to be found to keep meetings on time and focused. The most effective tools for this process are

The preamble to the Rules states, "Robert's Rules are merely a guideline to an effective meeting and decision making process." But the rules can be flexible and only in the most extreme and formal of cases do they need to be followed to letter. However, some of the rules can be very useful in any meeting.

For instance, no discussion should take place about any item without a motion and a second being made to adopt or reject the item. Remember that time is our most valuable asset. Too often lengthy discussion is held on a particular topic that is of only marginal interest to the group as a whole. If this simple rule is adopted, you may find that your meeting takes on much more business-like tone and therefore a more productive content.

The board president has the power to limit discussion on any topic by announcing that, "Discussion will be limited to one round of comments by each member." Implementing this rule guarantees that each board member will be heard if they desire to speak while also limiting the informal filibuster that can be a problem in some meetings. If a member has nothing new to add to the discussion, that member should be encouraged to say that he or she agrees with whatever opinion has already been expressed and the discussion should move on. Although it may be difficult and politically sensitive, in all cases it is the responsibility of the president or chairman to see that Robert's Rules are implemented at the meeting. To make the task of keeping the meeting on track and on time easier, it is a good idea to employ a timed agenda. A timed agenda defines the approximate length of the meeting and the amount of time that will be allotted to each report or item for discussion. In its simplest form, it might look like this:

In this scenario, the meeting will last an hour and 20 minutes. The projected duration of the meeting may even be a little long because typically the unfinished and new business portions of the agenda are handled under the various reports, which take place earlier on this agenda.

As you think about this process, keep in mind that it is not necessary to read the minutes of the previous meeting aloud, or to read the management report (informational section) verbatim. The minutes should have been in the board member's hands with their packet of information at least three to five days prior to the meeting. All that is required is a motion to approve, or correct and then approve. If time permits, the manager may summarize the informational items in the management report, but following that summary, he or she should move quickly to any action items that are part of the report. Remember that the members have had the report for a few days. The manager has discussed the information included in the report with each board member and hopefully has answered any questions outside the meeting. The board should get on with the business portion of the meeting as quickly as possible.

If the board wishes to raise issues about the manager's performance, they should arrange a time to hold a meeting with the manager, preferably in the manager's office, to review these items. Unless they are making a motion to terminate the contract, the manager's performance should never be an issue at a board meeting. Again, the purpose of the board meeting is to make decisions. The president should never allow the meeting to deteriorate into a general gripe session.

Every Board President Needs a Gavel

Certain tools are available to assist in the process staying true to a timed agenda. The president should always come to the meeting equipped with a gavel. The gavel is the symbol of authority in a business meeting and using one sets a psychological mood in each member. The president can also appoint an official timekeeper. The secretary of the board can fill this role, but it can be delegated to anyone, including the president. The timekeeper is tasked with reminding the members of the time or that time has run out to discuss a particular item if or when those reminders become necessary. These time reminders should be gentle nudges as opposed to authoritarian statements. A good tool to gently remind the board of the importance of the clock is an hourglass or large timepiece placed directly in the middle of the table. Having this visual cue near at hand will assure constant awareness of the need for efficiency on everyone's part.

There is one last element that is essential to the board meeting success: celebration. Prior to every adjournment someone should state the reasons the meeting was successful. There is always a reason, even in the worst of meetings. No one was killed, no one went to jail, no one went bankrupt and, very likely, no physical violence took place. There is always a reason to celebrate. Ending on a high note is one of the most important responsibilities of the board. It provides a reason to come back and allows for positive success.