When it comes to regulating the exercise of running a board meeting, well-developed legislation is a prerequisite for determining the powers of the authorities.

The Main Leader’s Features for Board Meetings

You can be the best analyst in the world, the most highly organized performer on the planet, or an impeccably just person, but if the level of passion you generate is comparable to the level of rough skirmish rather than the level of brilliant performance, then you will always run into obstacles when trying to create a really effective organization. (“Follow me!” He exclaimed, and the person went to sleep.)

Great leaders generate a lot more energy than they can consume. The best leaders are catalysts for the organization. Instead of consuming the energy of the organization, they collect and amplify it, and then return it to the organization. In any interaction, a good leader takes natural energy from his employees, replenishes it, and leaves his employees in a higher energy state than before the interaction began.

When you empower your employees, you never stop leading them. It is only the way of leadership that changes. Leaders continue to prepare plans, set organizational goals, and assign work. However, in addition, managers must create a corporate infrastructure (development teams, workgroups, etc.) that supports empowerment. And while not all of your employees may want to be empowered, you should always create an environment that supports employees who seek creative freedom for the good of the organization.

The Best Way of Running Board Meetings

By definition, a board meeting requires the presence of at least two people. However, a protestor who exercises his or her right to freedom of expression on an individual basis – if that person’s physical presence is an integral part of such expression – should be provided with the same protection as those who come together to conduct meetings.

The right to freedom of peaceful board meeting protects a number of different actions, including gatherings held in one place (public meetings, mass actions, flash mobs, rallies, sit-down demonstrations, pickets), and gatherings involving the movement of participants (parades, processions, funeral processions, the movement of pilgrims, convoys). This list is not exhaustive and national legislation should define as broadly as possible the types of assemblies that are protected.

Recent case law indicates the existence of various new forms of board meeting protest, to which the right to freedom of assembly has been extended by courts in their decisions. These include massive processions of cyclists and slow-moving car columns in protest. Court decisions confirm the fact that the right to freedom of expression also includes the right to choose the form of conveying one’s ideas without unreasonable interference from the authorities (especially in the case of symbolic protest actions).

Take a look at some recommendations for running board meeting:

  1. The board meeting usually leaves no time for you to think. You must take the time to smell the roses. In your meeting, you must have time to understand the consequences of your actions.
  2. The board manager may not know how the work should be done, but he knows what he wants. He will better determine what he expects and wants, even if he does not know-how. The blind leader tends to move in circles.
  3. Never try to dismiss any of the board meeting participants. This is bad form and it will put you on the same level as this person and, moreover, will certainly harm the project.