Cluster without Fluster
the Annual General Meeting

By Roy Zazeraj

" A meeting will only be successful if it has three participants - one of whom is unable to attend through sickness and another who is absent" Hendrick van Loon

Here it comes again! The AGM of the Body Corporate (BC). Are your anticipatory juices indicating potential pleasure, boredom, dread of conflict, glee at conflict, tedium, or just plain indifference? Few people seem to genuinely look forward to formal meetings, and especially an AGM (also known as the Annual General Moan). And those that do, sometimes seem to need the AGM to bolster fragile egos, or feed their sense of self-importance. Others may attend simply to "not to miss out on anything", to see what Mrs O'Fashion is wearing, or for the free tea and eats. Surely we can improve on this?

AGMs (and other meetings) should be an important and constructive part of the management of a cluster complex. Apart from meeting the requirements of the constitution, financial reporting, agreeing budgets, the election of trustees etc, the key opportunity is to communicate. A BC is by its very nature a co-operative alliance, and the success of any co-operative depends on the free flow of appropriate information and constructive viewpoints. Attending a well-managed AGM leaves one with the feeling of time well spent and a sense of having gained something worthwhile. "I'm glad I went" you'll say.

So what are the components of a successful meeting?

A major underlying theme is that all members of the BC accept responsibility for the success of the AGM. It is your BC and your AGM. It is not only up to the chairperson or other elected officials. You all share a joint responsibility to ensure it is well-managed.

Lets explore just some of the other components in the space available, looking at what happens Before, During and After a meeting. All three should be considered part of the meeting process. Exactly who does what can be decided by the trustees, but this must be clearly delegated. The Before components naturally include adequate preparation, including the normal (clear) notifications and arrangements. Equally important is to anticipate areas of potential controversy and conflict and to have a strategy in place to deal with these. This strategy could include the prior investigation and communication of solution options, with the pros and cons of each. Anyone who could be disruptive should be given the opportunity to discuss their views with the trustees before the meeting. The intention is to reduce any emotion and gain agreement on a constructive process. Avoid nasty surprises (for anyone) at the meeting itself. Nice surprises will always be welcome (like a reduction in levies!).

The During components include all the expected elements of good meeting management, These include starting and stopping on time, being brisk and businesslike (but friendly and flexible), ensuring everyone has an agenda (bring extra copies of everything), sticking to the agenda and good meeting protocols, allowing adequate discussion, stopping unnecessary/repititious/off-the-point discussion, dealing with conflict/controversy/side-conversations and the odd killer comments, ending on a positive note etc. The role and skills of the person chairing the meeting are clearly important, and this should be the best person available for the job - not necessarily the chairman of trustees. A meeting chairperson is a process manager, and even an outside expert could be used in this capacity (especially where there is potential for conflict). This person should not be dominant, rather creating a member-centred meeting, through encouraging participation and stimulating appropriate discussion and ideas. Again, all attendees have a responsibility to ensure the meeting is well-managed and meets its objectives.

The After components have to do with ensuring the agreed actions are documented (often via the minutes), promptly carried through and progress communicated. A meeting can only be considered a success if the whole process leads to appropriate action. Members should not feel let down by what happens Before, During or After the meeting.

Let it not be said " the AGM is a gathering of people who individually can do nothing, but together can decide that nothing can be done".

In the next issue we will explore the handling of difficult meetings in more detail. Au Revoir