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SHOULD THE MINUTE TAKER SPEAK UP?
By Eli Mina, M.Sc.

Here is a question I often get asked: As an executive assistant, I work with a board of volunteers, most of whom are newly elected. They lack a sense of "history", and seem destined to repeat past mistakes. Should I say something or - given that I am not a voting member - should I just stay quiet? Could my speaking up become a career-limiting move?

The answer? Any individual attending a meeting should be guided not by their job title, but by what’s best for the organization. To serve the organization well, the Board should be making decisions that are wise, responsible, credible and durable. In this case, bad decisions would be made without your input. Therefore, the Board should welcome your input and make room for you to express your views. The fact that you are a non-voting member should not be held against you. You have knowledge that could save the Board time and money, so it would be silly to prevent it from being introduced.

At the same time, you need to be cautious and sensitive and use good judgment when offering advice. Know when to speak up and when to be quiet and let the Board find its own way out of a problem. In other words, restrain yourself. If you do speak up, be objective and dispassionate and avoid creating the impression that you are dominating or undermining the Board’s authority to make a decision.

It would probably be a good idea for you to speak to the Board Chairperson before the meeting and determine what would be the best way to enable you to share your input. For example, you could say this to the meeting Chair in a discussion outside the meeting:

“I need your advice on a dilemma I am having. What should I do if I have some input during the meeting? On the one hand, I know I am not a voting member, and I don’t want to be seen as interfering in the Board’s discussions. On the other hand, I have worked with previous Boards and can offer useful comments based on the history of the organization. What would be the best way to let you know that I have a significant comment that may help? Should I pass you a note? Or should I just ask for permission to speak? I promise I will be sensitive, diplomatic and unimposing. What do you think?”



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Information about Eli Mina:

Eli Mina, M.Sc., PRP, is a Vancouver (Canada) based management consultant, executive coach, and Registered Parliamentarian. In business since 1984, Eli consults his clients on board effectiveness, chairing contentious meetings, preventing and dealing with disputes and dysfunctions, demystifying the rules of order, and minute taking standards. Eli's clients come from municipal government, school boards, regulatory bodies, credit unions, colleges and universities, native communities, businesses, and the non-profit sector.

Eli is the author of the newly published "101 Boardroom Problems and How to Solve Them." He is also the author of several other books and publications on meetings, shared decision-making and minute taking (see Eli Mina's Books at www.elimina.com ). Eli can be reached at 604-730-0377 or via e-mail at eli@elimina.com.


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