Charles Penny, ICMA-CM
City Manager
Rocky Mount, North Carolina
charles.penny@rockymountnc.gov

I usually start with an agenda so everyone knows the outline of the meeting. Meetings also can’t last more than 90 minutes unless all participants agree. If we get caught on a topic that needs more time, we will set the item aside and come back to it.

In this digital age, I don’t ban electronic devices, but I certainly expect people not to be on their cellphones. I implemented a $5 fee should a cellphone ring during a meeting. This fee goes into a fund called “Christmas Aid,” and at year’s end, the funds are used to help employees.

If I want input from meeting participants, I avoid stating my position up-front because that tends to hinder team input.

Minutes are kept, and department heads can distribute them to supervisors and employees. In quarterly supervisor meetings, the sessions are videotaped and shared with all employees on YouTube, helping with transparency and ensuring a consistent message.

Eileen Stein, ICMA-CM
City Manager
Mount Angel, Oregon
estein@ci.mt-angel.or.us

I took this opportunity to ask Mount Angel staff members the same question. They tell me I am prepared, thorough, thoughtful, and inclusive. 

They can count on meetings I lead to have enough detail to make for a good discussion. I was interested to learn of their assessment, because it is my intent to do just these things.

I believe in the power of collective wisdom and think the best decisions are the ones the team makes together. I try to impart as much perspective as possible and solicit just as much to inform my own.

I like to see an issue from different angles and perspectives, with different possible courses of action. In turn, my team feels well informed and has the context team members need to do their jobs.

Kevin Sweet
Town Administrator
Maynard, Massachusetts
ksweet@townofmaynard.net

In Maynard, the local governmental structure is that of open town meeting/board of selectmen/town administrator, with a minimum of one annual town meeting and board meetings occurring on a bimonthly basis.

Careful planning must occur, with the agenda being a crucial item as it’s the meeting’s road map. Selecting the proper time allotment and scheduling the flow of topics is essential. After the agenda has been set, information is dispersed to the board members several days ahead so they can be prepared.

Once a meeting has begun, it is important to define the meeting rules to keep it running smoothly and civilly. When meetings become contentious, it’s okay to call a recess or even table the discussion for a future date.

When closing a meeting, we let the public know how soon they can expect action on open items and when they can view the meeting minutes.

Carina Walters
City Administrator
Burlington, Wisconsin
cwalters@burlington-wi.gov

What I have learned from my mentor, and try to faithfully practice in a meeting, is “setting the context.” Setting the context explains to your audience what is the purpose and goal of the meeting. This integral piece can be framed in the form of an agenda.

Another important piece is knowing who your audience is and articulating the message toward them. You may, for example, address a dignitary and an elected official differently from a work crew meeting on a construction site.

Regardless of the audience, having an open dialogue, acknowledging your stakeholder questions, and fostering a participatory environment have allowed me to see successful meetings, even in times of conflict.