The Role of the Focaliser

Primary Respnsibility

The focaliser's role is to enable the meeting to conduct its necessary business. Although, in conventional terms, this would mean chairing, the term focaliser is used to emphasize keeping the meeting on track, and to encourage it to be efficient and inclusive. The position is rotated so that everyone has an opportunity to take on the role. This helps directors understand what is involved in running the Company and enables people to take part more fully. We have found it useful for continuity if a focaliser takes on the role for a year (3 meetings).

Practical Preparations

The focaliser is set when the date of the meeting is set and it is their responsibility to pick up anything from the previous meeting and to plan for the next. The focaliser should:

Check that the hall has been booked, although the venue (and local organiser) will already be decided. A venue should usually be booked from 10.00am-9.00pm, with local dancers invited for a session of dancing, and possibly a shared meal, after the official business has been concluded (usually by 5.30pm).
Check with the local organiser the availability of a tape/CD machine.
Bring the company sign, the candle and talking flower from the previous meeting. Remember to take tapes/CDs to open the day with a few dances, especially the Hungarian Pravo to start.

Planning the Agenda

Prepare a draft agenda at least a fortnight before the meeting and circulate it to all the directors together with any background papers to allow for additions and for those not able to attend the meeting time to present their views. Indicate on the agenda who is responsible for presenting each item. The final agenda should be sent out in the week before the meeting. The format of the agenda can be copied from a previous one.
Ask for those attending and those sending apologies.
Check the calendar of business events, e.g. do the accounts need to be presented at this meeting?
Remind those attending to bring food to share for possibly two meals and to bring some dances.
Check previous decisions in any area that is coming up.
Indicate which items are for confirmation, for discussion and those that require decisions, and prioritise items.
The timing of the meeting must be written clearly.

Running the Meeting

All meetings should be conducted in the same spirit of acceptance of one another that we hold in the dance. Every contribution is important and every member is equal. Care and time should be taken in reaching decisions so that directors can be supportive of any decisions reached. The success of the meeting is the responsibility of the whole group.

During the meeting, the focaliser needs to ensure that the minute-taker has moments of silence to write the minutes, and that they should clearly indicate who is responsible for any actions that need to be undertaken. This period of stillness can also be va helpful time of reflection on the decision made.

Essentials

Start with dancing. We have come to use the Hungarian Pravo to start, then 2or -3 other dances to create a relaxed atmosphere.
Introductions, if there are new people present.
Ask for mobile phones to be switched off.
Ask someone to write the report of this meeting for the The Grapevine.
Remind everyone that anyone can request a dance break!
Confirm the dates, venues, focaliser, minute taker and local organisers for meetings taking place in for the following 12 month periods.
After the meeting, produce an 'Action Tracking List', to ensure that actions are followed up.

Ideas we have found useful

Straightforward decisions, e.g. adopting the accounts, may only require a show of hands.
Keep a check on the time taken for each discussion. If a particular discussion is getting bogged down, try to summarise the views to see if this will add clarity.
A go-round is when everyone speaks in turn round the circle; this can be a useful way of allowing everyone to express their views and clarify the debate.
The talking flower can be used if a person wants to speak and they can't find a space to. They should not be interrupted, although they can be timed.
If the meeting is getting restless, stuck or has been sitting too long, get up and dance!
If a decision cannot be reached, defer it to another meeting to allow time for more thoughts and opinions via email, and for those directors not present to add their views. If a decision between meetings is necessary, agree how this will be managed, eg by email by a certain date coordinated by one director.
If particular objections are holding up what seems to be the sense of the meeting, ask those objecting if they will 'step aside' and accept the group's decision.
Some items may need further research and can be delegated to a smaller group to discuss it away from the meeting and report back.

Tracy Lean
Last amended December 2010