Tatum’s Ten Tips for More Efficient Meetings

We’ve all participated in meetings where the business drags on, or the group spends a disproportionate amount of time on procedures, or the discussion meanders through seemingly endless reports or alternative possible actions without clarity on the concrete action proposed. Some perceive one or more of these as systemic problems with parliamentary procedure. But in fact Robert’s Rules of Order Newly Revised and other parliamentary guides contain ways to streamline meetings without sacrificing basic principles of minority protections and deliberative procedure. Based on my experience with meetings good and bad, I’ve compiled some tips from both practical and parliamentary sources to get any group on the right track.

  1. Start on time.
  2. Identify the meeting’s goals and each agenda item’s goal ahead of time.
  3. Set time limits for each agenda item.
  4. Have all reports submitted in writing with enough advance time for board members to read them, and have any recommendations for action highlighted in the reports.
  5. Use unanimous consent for uncontroversial questions.
  6. Don’t vote on minutes. Ask for any changes. If there are none, the minutes are adopted by unanimous consent.
  7. When a report contains only information and not any recommendations for action, don’t vote on it.
  8. When a motion comes from a committee, don’t ask for a second. The committee is presumed to include at least two in favor of its consideration. (Also, in small boards—about a dozen or fewer—motions need not be seconded.)
  9. Clearly articulate any desired action, typically in the form of a motion, to focus discussion. Don’t wait until the end of discussion to make a motion.
  10. If you’ve finished all business contained in the agenda, don’t vote to adjourn. After giving everyone an opportunity to present additional business, just adjourn.

These tips apply from the smallest boards of three to large assemblies. But the degree to which they become flexible varies based on size, so the person presiding should intentionally strike a balance and communicate that approach to the group.

Ten Tips for More Efficient Meetings (LMG Podcast)

Read more: Ten Tips for More Efficient Meetings (LMG Podcast)

  1. Start on time.
  2. Identify the meeting’s goals and each agenda item’s goal ahead of time.
  3. Set time limits for each agenda item.
  4. Have all reports submitted in writing with enough advance time for board members to read them, and have any recommendations for action highlighted in the reports.
  5. Use unanimous consent for uncontroversial questions.
  6. Don’t vote on minutes. Ask for any changes. If there are none, the minutes are adopted by unanimous consent.
  7. When a report contains only information and not any recommendations for action, don’t vote on it.
  8. When a motion comes from a committee, don’t ask for a second. The committee is presumed to include at least two in favor of its consideration. (Also, in small boards—about a dozen or fewer—motions need not be seconded.)
  9. Clearly articulate any desired action, typically in the form of a motion, to focus discussion. Don’t wait until the end of discussion to make a motion.
  10. If you’ve finished all business contained in the agenda, don’t vote to adjourn. After giving everyone an opportunity to present additional business, just adjourn.

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Josh on Theology Thursdays: Church, State, and COVID-19

Josh on Theology Thursdays: Church, State, and COVID-19 Yesterday I had the pleasure of joining Lutheran pastors James Smith (Trinity Episcopal and St. John’s Lutheran in Three Rivers, Michigan) and Chris Laughlin (Messiah Lutheran in Constantine, Michigan) for their “Theology Thursdays,” which they post to their congregations’ Facebook pages while we keep social distance due to COVID-19. We talked about Church and State issues during COVID-19. It was a fun conversation in a difficult time. Go here to watch the hour-long conversation.

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Doing Business through COVID-19: Can Indiana Nonprofits Hold Membership and Board Meetings Remotely?

In light of the COVID-19 pandemic, I’ve written a post outlining how to continue doing business with membership meetings and board meetings through electronic means under Indiana law. Read it here. Related to this but with a more national angle (using the Model Nonprofit Corporation Act and Robert’s Rules of Order) are posts about remote board meetings here and action without meetings here, as well as a podcast episode on these issues here.

1747 Law in Luther’s Day

[podcast src=”https://html5-player.libsyn.com/embed/episode/id/5989964/height/90/theme/custom/autoplay/no/autonext/no/thumbnail/yes/preload/no/no_addthis/no/direction/forward/render-playlist/no/custom-color/c30000/” height=”90″ width=”100%” placement=”top” theme=”custom”]Before Martin Luther became a monk, he was a rather successful student whose father encouraged his path into the study of law. Informed in part by his brief stint in law school and other encounters with lawyers in his day, he developed a distaste and distrust for the profession as a whole. Derek Nelson, coauthor of Resilient Reformer: The Life and Thought of Martin Luther, helps explain what a lawyer did in sixteenth-century Germany, what studying the law would have been like, and what Luther thought about the law. Continue reading “1747 Law in Luther’s Day”

1746 Building a Culture of Accountability

[podcast src=”https://html5-player.libsyn.com/embed/episode/id/5968145/height/90/theme/custom/autoplay/no/autonext/no/thumbnail/yes/preload/no/no_addthis/no/direction/forward/render-playlist/no/custom-color/c30000/” height=”90″ width=”100%” placement=”top” theme=”custom”]When organizations lack accountability mechanisms, they can become stagnant. When someone suggests implementing some accountability or asks specific questions about current practices, the person responsible for that aspect of the faith community’s life often takes it as a personal attack. But when a community values accountability as a necessary part of good stewardship, moments of accountability can serve to improve the organization’s mission. Developing a culture of accountability takes time, but the process can be served by bringing in an outsider without personal connections to share what best practices look like. The three areas to focus on first in developing this culture are finances, child protection, and employee evaluation.

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1745 Authority to marry

[podcast src=”https://html5-player.libsyn.com/embed/episode/id/5921739/height/90/theme/custom/autoplay/no/autonext/no/thumbnail/yes/preload/no/no_addthis/no/direction/forward/render-playlist/no/custom-color/c30000/” height=”90″ width=”450″]All states authorize clergy to perform marriage ceremonies. But each state has its own definitions and procedures. For example, some states have narrow definitions of who qualifies as clergy, sometimes even requiring registration. And the consequences of not following these procedures can fall on both the marrying couple and the minister.

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1744 Reformation 500!

[podcast src=”https://html5-player.libsyn.com/embed/episode/id/5895389/height/90/width/450/theme/custom/autonext/no/thumbnail/yes/autoplay/no/preload/no/no_addthis/no/direction/forward/render-playlist/no/custom-color/c30000/” height=”90″ width=”450″ placement=”top”]October 31, 2017, marks the five hundredth anniversary of Martin Luther’s ninety-five theses, which sparked the Reformation. The ripples of the Reformation still can be seen in the Church and society. Law Meets Gospel marks the occasion with Josh explaining the inspiration for several aspects of the podcast. Law Meets Gospel is inspired by Luther’s teaching about Law and Gospel within Christian scriptures. Josh’s sign-off, “As you work to meet the worlds need, be wise, be bold, and be joyful.” is inspired by two quotes. First, Frederick Buechner’s writing, “The place God calls you is the place where your deep gladness and the world’s deep hunger meet.” Second, Luther’s advice in a letter to Philip Melanchthon, “Be a sinner and sin boldly, but believe and rejoice in Christ even more boldly.”

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1743 Gifts received after dissolution

[podcast src=”https://html5-player.libsyn.com/embed/episode/id/5869733/height/90/width/450/theme/custom/autonext/no/thumbnail/yes/autoplay/no/preload/no/no_addthis/no/direction/forward/render-playlist/no/custom-color/c30000/” height=”90″ width=”450″ placement=”top”]What happens when someone gives a gift to a religious organization that no longer exists? Leaders should consider several things before dissolving an organization to make the answer more certain. First, ensure the organization uses clear language that is also consistent with applicable statutes. Second, determine whether any denominational entity has already been designated as a corporate successor. Third, if there is no denominational entity, consider designating a corporate successor. Fourth, communicate with all community members and supporters and invite those who include the organization in their estate planning to inform the leaders. Finally, when communicating with planned donors, make sure to communicate whether there is a designated corporate successor, so they can include a contingency plan in their estate documents if they wish.

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