10 Tips for Better Board Agendas and Board Minutes

Board performance is a group and personal factors, methods, and methods of influencing the personnel of an enterprise to improve efficiency in achieving the goals of the organization.

How to Effectively Use Board Agendas and Board Minutes?

In order to board agendas and board minutes to be successful, it is necessary that its participants discuss common problems. An alternative is the presentation of each on his own topic, loosely related to the topics of the speeches of the other participants, as a result of which everyone becomes uninteresting. To avoid this situation, the following means are used:

  • preparation and presentation of a plenary report (or reports), which formulates the themes central to this conference. Usually, these reports are related to the most important points of the charter at the moment (for example, the most controversial issues of theory);
  • preliminary distribution of the texts of plenary reports (or their summaries) so that ordinary speakers can orientate their speeches in advance;
  • splitting all reports into separate thematic sections, in accordance with the topics of the reports;
  • preliminary publication of abstracts so that the participants are ready in advance for a discussion on them;
  • preliminary organization of the discussion, when the conference leadership asks individual participants to make co-reports for individual reports in order to stimulate the discussion;
  • organization of “round tables”, which can discuss a wider range of issues and on a freer schedule than it happens in sections.

10 Tips for Better Board Performance

  1. Confirmation or renewal of the charter of the social institution around which the circle of conference participants is formed. (Plenary talk, adoption of the organizational documents of the community).
  2. Formation of a group carrying out the functioning of the institute (governing bodies, a group of enthusiasts).
  3. Formation and maintenance of social networks within the community (confirmation of old connections, the establishment of new ones, etc.), incorporation of new members into the community.
  4. Presentation of new research materials, new theoretical developments, and their broad discussion.
  5. Given the temporary nature of the project, the board manager must be extremely mobile. At the same time, on the one hand, he should not “cling” to his place in the project and be mentally prepared to formally remain without work upon its completion; on the other hand, the project manager must put all his energy and soul into the implementation of the current project and the achievement of the set project goals.
  6. The uniqueness of the board agendas dictates the need for possession of interdisciplinary knowledge and skills, in contrast to the heads of functional organizations, who can be a professional in only one area.
  7. It is important to convey information, but it is equally important to know who will perceive it and what effect it will have. Moreover, the face-to-face conference is the only place where you can get not only the individual reaction of individual members but also the group reaction of the community.
  8. At small conferences, you can ask questions to the speaker, but often this point is transferred to breakout sessions.
  9. By the time the breakout session is held, all participants must have a conference program so that each participant can choose the sections and round tables that interest him, in which he would like to take part, in addition to the section in which he is a participant.
  10. At the follow-up conference, each section participant must attend the plenary and their section from beginning to end.