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Meeting Discussions <br />You must devote time here. And, your in- <br />volvement goes a long way toward getting 3 <br />more votes. <br />f Do not be afraid to write your thoughts out in <br />longhand before the meeting. Most of us are <br />poor "ad libbers" and are not used to this type <br />of discussion. <br />Always define how the action will benefit <br />the residents — those are the people you <br />serve. <br />Learn by.. Asking <br />A famous football coach <br />says his father taught him to. <br />keep his mouth shut as you <br />never learn anything while you <br />are talking. <br />Same for CBMs. Ask ques- <br />tions, ask for others' opinions, <br />ask who, what, when, where, <br />and why frequently. You will. <br />learn much more than you <br />knew when you came in — <br />learn how to listen. <br />The Chairman <br />Or CFbairwoman, or chairperson, or chair, or <br />President, or whatever you call the person — <br />lthe one with the gavel -- exists because no <br />one has ever found a better way to run a <br />meeting. <br />He or she is there because, <br />1. It is their turn. <br />2. No one else wants <br />the job. <br />3. They have been <br />there so Long no <br />one has the guts to <br />nominate anyone else. <br />4. They have demonstrated <br />the ability to. lead and the <br />others are confident with <br />them. (This does not <br />happen often.) <br />Watch the chair carefully. <br />You may get the gavel next. Who me? Yes, you. <br />Stranger things have happened. Elections are <br />political and you may get the 4 votes next time <br />for all kinds of reasons you have yet to discover. <br />.Gavel holders lose their freedom as a <br />member, but not their vote. They are continually <br />looking for common ground and trying to get 4 <br />people to agree on something — ANYTHING. <br />They try to keep the other members from <br />talking themselves into a corner. If the gavel <br />holder is not careful, the vote ends up <br />1-1-1-1-1-1-1 — and midnight comes fast. <br />Do Not Be One of the <br />Chairman's Problems <br />The Chairman's problems are the other <br />CBMs, especially the following'four horsemen <br />of doom.' <br />1. The Motion Maker <br />Who believes that the longer the motion, <br />the more effective. This CBM could never <br />.repeat the motion verbatim because they <br />do not remember where they started. <br />Suggest to him he read the 10 Command- <br />ments for an example of clarity and <br />brevity. <br />2. The Compulsive Talker <br />Who believes in talking first on each item <br />while he gathers his thoughts. He thinks <br />out loud. He works on the theory then <br />makes his decision while he talks and the <br />others are not able to oppose him — at <br />least initially. <br />3. The I Hate to Make a Decision CBM <br />Who nibbles around the edges of deci- <br />sions, ignoring the facts involved, worry- <br />ing about making someone unhappy and <br />not really wanting to take a position on <br />ANY issue. He has never understood that <br />nothing happens until somebody makes <br />a decision. He has voted PRESENT at <br />least once in the last 87 meetings. <br />Solution? Resign. Then he will not have <br />to make any Park Rec decisions. <br />16 i 17 <br />