We all like to hear, “We have completed our agenda, so I move that we adjourn the meeting,” at the board table.
Upon adjournment, the directors scatter. Volunteers dart out the door. But there are some techniques to improve the success of the meeting.
What’s Next?
Before adjournment, somebody should ask an easy question, “What’s next?” It gives the chair or executive director a chance to recap what was decided and the ensuing steps.
For example, the answer to what’s next might be: “The board can expect a report on the feasibility study that was requested, staff will provide the data to the officers, and every director should reach out to constituents to pose the question we discussed. Minutes will be received in 10 days and some of the committees are expected to have conference calls next week.”
Without a recap and advising what’s next, volunteers may not think about the organization until the next board meeting. They should remain engaged between meetings.
Ratification
During meetings, many topics are discussed and many motions are passed. Not every motion may have passed unanimously, though the vote or minority opinion is seldom recorded in order to maintain the image of unanimity.
It is important that, no matter how votes occurred, all directors support the decisions of the board.
To reinforce this, consider ending each board meeting with a ratification. It may be offered in this form. “I make a motion that we ratify our actions of the board that came before us today.”
Thus, the final motion indicates concurrence amongst the directors. The chair might close with a reminder, “For everyone in the room, please remember our discussions, decisions and the resulting votes are to be treated as confidential. The chair or a designee speaks for the board unless you are designated with specific authority or responsibility.”
Apparent authority exists for an association when a reasonable third party (i.e., member, supplier, chapter, media, politician) would understand that an agent such as a board member or volunteer has authority to act. This means a principal is bound by the director or volunteer’s actions, even if the volunteer had no actual authority, whether express or implied. Be sure to orient the board and committee volunteers as to the concept and who has authority to speak.
Lonny Powell, CEO at the Florida Thoroughbred Owners and Breeders, offers the technique of ratification to improve closure and understanding upon adjournment.
One Voice
Discussions and decisions inside the board meeting are intended to be confidential. There are lines of communication and hierarchy for reporting what occurred at the meeting. Directors should remain cognizant of the dangers associated with apparent authority.
A board meeting can be like the whispering game in grade school. A message is passed along from person to person. By the last person the original message is garbled or inaccurate.
For that reason, it is good to create a recap of those board decisions that should be made known to stakeholders. Distribute it to the directors within 24 hours of the meeting. When they are asked about the meeting, they can use the One Voice recap for consistent messaging about association business and initiatives.
