[6058] in APO-L
Re: about Sgt at Arms...
daemon@ATHENA.MIT.EDU (Library Circulation Staff)
Fri Apr 23 16:42:42 1993
Date: Fri, 23 Apr 1993 15:41:35 -0500
Reply-To: Library Circulation Staff <circus@ECN.PURDUE.EDU>
From: Library Circulation Staff <circus@ECN.PURDUE.EDU>
To: Multiple recipients of list APO-L <APO-L@PURCCVM.BITNET>
>One of the biggest problems our 100 brother chapter has is long meetings
>(sometimes up to 2 - 2 1/2 hours). Since the (weekly) meetings are
>mandatory, some brothers show up in the beginning and then leave after an
>hour or so, causing us to lose quorum so we cannot conduct business
Definately a horendous situation. I wonder how long your chapter has
been at that size. Alpha Gamma is another large chapter and we do
not meet weekly, nor do we (usually) take more than 1.5 hours.
Chapters that grow quickly often have troubles because the dynamics of
a small group are extremely different than within a large group.
An issue to consider is whether you are conducting 'business' in your
meetings or making announcements. If you are just announcing projects
then a quorum is not necessary. Try to determine which items on your
agendas are actually business vs. reports and announcements. These can
be communicated differently and even get a better response if done
properly.
I know of chapters that insist that every project be approved by the
body at meetings before it can be presented. If this is true of your
chapter then you need to seriously consider an internal reorganization.
You can get more done, more effectively, and with greater impact if you
empower committees to decide which projects to run with. If a project
requires money, excessive # of brothers, or other special/unique
circumstances then you can take the idea to the chapter.
I also must say that Ellen gave some good advice re: Robert's Rules. If
you are not using a parliamentary system with meetings that big and long
you probably should.
Another point regarding R's R, No one should be given the floor a second
time before everyone desiring to speak has spoken once. (It does not
count if you are answering a question directed to you by the chair.
ie: Brother A: "How much money do we have in general funds?" Chair:
"Brother Treasurer?" Treasurer: "We have 658.93 in general funds, and 17.02
in the Executive Board's discrecionary funds." -> to answer a question is
not to give an opinion, only to state info/facts.)
Having a chair that understands parliamentary proceedure, along with a
good parliamentain is a big help.
Re: Sergant at Arms. A general rule that applies to everything you do is as
follows:
State what you expect. State the rewards and consequences
associated with expectations. FOLLOW THRU ON WHAT YOU SAID.
This simple proceedure will help you with your significant other,
employees, brothers in the chapter, children, pets, friends, etc.
If other people understand what you are doing and why, and if you hold
them to their word when they agree with you, you will accomplish more
while earning the respect of your peers, bosses, family, etc.
I cannot say enough how important it is to be seen as someone who expresses
their needs/expectations (in the appropriate manner) and matches
their words with actions. This form of honesty will take you anywhere
you want to go. This kind of reputation will long outlast any good
you _might_ get as a 'nice guy.'
Oops, I was preaching again, sorry. But reread it anyway, I love
people who I see doing this. (I need to do more of it myself.)
Thanks for your time,
In Brother & Sisterhood,
Through Leadership, friendship, & service,
CRASH
Jeffrey S Davidson / circus@ecn.purdue.edu
