Eileen Hartmann
NYS President
Frequently Asked Questions for Branch Presidents
Topics:
The following questions deal with issues that have come up recently. This is to be a working page and will be added to as questions occur. Some of it is based on Robert’s Rules; some on other sources; some I made up. If you feel the advice is lacking or needs correcting, please contact me.
Diane Haney
Dealing with controversial issues:
As believers in the values of education and free speech AAUW groups should not be in the position of censoring meeting topics or programs. Our position is that any issue can be discussed following the rules of civil discourse and with respect for those holding differing positions. It is incumbent upon the organizer of an event to see that all sides are heard with respect. In a very difficult situation, the practice of having one speaker pro followed by one con could be followed. See also “inappropriate speech.”
AAUW has had workshops on conflict resolution. If you desire one, e-mail me, and I will help you to arrange something.
In the material under “Tried and True Virtually Painless Strategic Planning Process” is a facilitator’s guide with some really good suggestions for leading discussions, reflecting back what speakers said, and drawing out every member. If you feel a difficult situation is forming, I recommend it.
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Hot issues that derail a meeting:
These happen. Following the procedures above and the ones under inappropriate speech and the further ones on contacting people involved in a decision before a meeting should get you through most situations.
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Inappropriate speech, personal comments
Members are to speak to the question on the floor. They are to avoid any personal references as much as possible by using the name of the office or a phrase referring to the preceding speaker rather than a name, for example. Motives should not be assigned. The chair may interrupt with a point of information, order or other comment within her domain. If another member wishes to ask a question, the permission of the speaker is sought.
When someone makes an inappropriate comment either using unacceptable language or making derogatory comments or questioning a member’s motives, anyone observing should immediately call for a “point of order.”
At this point the chair may decide the issue. If there is an objection the following procedure is used.
Any disorderly words should be taken down by the secretary or the objecting member. The words are read back and the offending member may withdraw them or apologize. If the offending member refuses, she leaves the room while the issue is settled. If the issue is personal both the person speaking and the person spoken about retire while the board (or members at a meeting) decides the issue. Generally the disciplinary action, if the accusation is upheld, would be expulsion from the meeting. (See Robert’s Rules of Order.)
It may also help for the meeting chair to restate acceptable standards of behavior at the start of a meeting. It is very important to be very consistent in handling these issues.
If an action (or vote) has been take after the inappropriate speech, the issue of what was said cannot then be brought up.
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Mission and Vision Statements
AAUW advances equity for women and girls through advocacy, education and research.
AAUW will be a powerful advocate and visible leader in equity and education through research, philanthropy, and measurable change in critical areas impacting the lives of women and girls.
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Non-functioning or difficult board members:
If someone is not doing their job, the first step is to talk with them about it and offer help where it is needed. Do not let the situation drag on. Start the conversation early and keep it going. Ask about the member’s vision for the position and any barriers to achieving it. Problems sometimes arise because the member did not receive a clear job description. If not, it is time to create them probably for all offices elected and appointed. Listen carefully to what is said as well as what is not said. There may be health or family issues. You may need to split the job. You may need to offer temporary relief. Be confidant and optimistic. Remember that we all share the same goals. We are a voluntary organization, and generally it is better to work with a lagging board member than to create an unpleasant and divisive situation.
If the job is essential and not being done at all, the president can request the person’s resignation. If the person refuses to resign, then it is necessary to have a trial. Proceed very carefully and consult Robert’s Rules of Order. With this in mind, be very careful not to paint yourself into a corner you do not want to be in. Questions are better than requests or demands.
Other types of difficult personalities require patience to hear them out. The suggestions pertaining to inappropriate speech may apply. A phone call before a meeting may help to drain off some of the issues and in any case lets you know what can be expected at the meeting. In general consult with all people affected by a decision before the decision is made. An ounce of prevention avoids a ton of aggravation.
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Presidential neutrality
A presiding officer must be impartial and may not participate in a debate while presiding. If you must speak to one side of an issue, turn the meeting over to another officer temporarily. Similarly she votes only by ballot or to break a tie.
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Speeding up meetings
Cut down on announcements by having only one person, perhaps the Program VP, make them all. Don’t ask for unnecessary seconds. Any recommendation of a committee is automatically seconded.
If there are no corrections or no further corrections, the minutes are “approved as read” or “approved as corrected” unless there is an objection in which case a vote is needed. (We have had some discussion on this. I suggest you do it as suggested here unless there is an objection. My version of Robert’s calls this informal approval.)
The Treasurer’s report is “filed for audit.”
Encourage your secretary to omit unnecessary material such as program descriptions, reporting debates and especially descriptions program content or what a speaker said. The minutes are fundamentally a record of business transacted and do not need to be overly detailed. This also relates to committee reports. If the written report is filed, it need not be described. State the purpose(s) of the meeting at the beginning. It helps people to stay on track.
Do not allow anyone to speak twice until all who wish have spoken once. If someone rambles, thank them, summarize the main point and call on someone else.
Some groups use a "parking lot" for suggestions that are not appropriate at this time (a membership tea when you've never had one may require too much time or have practicality problems--it goes to the parking lot for later consideration.) You do need to get back to the person though.
Some groups have a five minute rule for speakers. Roberts mandates that a person may speak no more than twice on a single motion on a single day and each speech can be no more than ten minutes. The second speech must wait until all who wish to speak have spoken once. Whatever rule you use, it should be consistent.
This brings us to the question of how formal to make the meeting--the more friction, the greater the necessity for formality. Fundamental changes such as dues increases, elections, by-laws changes, etc, require careful procedures--advance notification and/or a two-thirds vote. It is important to be careful to follow procedures, record actions, and so on. If a question comes up later, you want back-up.
When a person is out of order but not improper (for example, adding an amendment to a motion when another amendment iis already on the floor), the president should not only rule the comment out of order at this time but instruct the speaker on how to accomplish her goal.
In any conflict situation, "I messages" are helpful. When you _____, I _____. (or it ____). I need you to _____
It can be helpful to "process" the meeting at the end. What went well? What could we do better?
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