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Now, all this set me wondering. My own experiences as a volunteer director taught me that meetings don’t just happen, and they certainly don’t reach successful outcomes by default. The meeting agenda and any supporting information are very important documents, and the chairman and managers’ inputs into these are pivotal. Good and thorough preparation for the meeting is absolutely vital, and disputes and discussions around anything remotely sensitive or controversial need to have been resolved as far as possible well in advance. In other words, individual members of the committee often need to have been sensitively won over in advance of the meeting by lobbying and discussion.
Let’s take another look at those two examples. It’s not realistic to expect a far-reaching environmental policy be accepted and embraced by volunteer committee members ‘on the hoof’ without any prior preparation or consideration. This laudable policy making should, right at the outset, have involved the input of the Chairman of the Committee. He should have run it by every single member of his committee and should have ironed out any sticking points well in advance of the meeting. It should not have been included, even as an agenda discussion item, never mind a vote, until the chairman was assured of the support of the meeting.
Likewise, the socks issue is not an appropriate matter for a board of directors to waste valuable time debating, at length, during a formal meeting. The chairman should have asked each of his committee (including the course manager) ahead of the meeting for notification of any issues which may require attention. When a dress code item such as socks was flagged up, he would have had the time to refer it straight to the general manager, who would then have been able to confer with a couple of other local clubs and source an appropriate existing policy. The easily reworded document is then circulated ahead of the meeting for comment.
Come the actual meeting, a new policy for the club,
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Paul Worster
previously agreed and proven to have worked in a similar background, can be formally signed off without any undue delay. Relieved of lengthy discussions over trivia, the board then has the sufficient time and energy to properly consider the important tractor purchase.
To summarise - the input of General Manager and Greenkeeper/Course Manager into the meeting preparation is vital and, as professionals, we MUST involve ourselves in this process. Setting a suitable well researched agenda - with well presented supporting information - is critical to the smooth running and positive outcome of any committee meeting.
Discuss and resolve any remotely controversial matters with all committee members prior to the meeting to ensure there are no lengthy debates or nasty surprises. You, the greenkeeper, need to identify your professional objectives for the meeting and work to achieve them. The chairman will very soon
recognise and support you as the professional person -
because you support him and make his job easier.
About the author: Paul Worster is Course Manager at
Minchinhampton Golf Club and a former BIGGA Chairman. He is now a director of FEGGA and believes in strong Greenkeeper Associations preparing and equipping their greenkeeper members for management.
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