Deliberative assemblies
Chairing a session
Guide for parents involved in school governance
Chairing over a meeting, whether in a governing board, a parents’ committee meeting, is not limited to distributing the floor or following an agenda.
It is a governance role which consists of guiding the group towards the achievement of its objectives, in respect of the rules, the people and the interests of the students, while ensuring that each member can express themselves, make a comment or present a proposal in a respectful approach.
An effective meeting is one that allows progress, decisions to be made, and people to be mobilized. Conversely, a poorly prepared or poorly facilitated meeting wastes time, weakens the atmosphere, and damages the credibility of the body.
The role of the chairperson
If you are asked to chair a meeting, it is because you are recognized as having the necessary qualities. With preparation and a willingness to learn, you can confidently assume this role. The chairperson acts as a stabilizing force within the group. They do not make decisions alone, but facilitate collective decision-making and allow everyone to express themselves within a clear structure.
To preside is to ensure the smooth running of discussions. Common sense and organization are essential: without them, even good rules fail. Leading a meeting means structuring the proceedings, focusing on the essentials, and giving everyone the opportunity to speak at the right time. Some sessions require a more formal setting, others a more flexible approach. Knowing how to adapt is part of the role.
Chairing a meeting involves acting simultaneously on three levels. First, the content, by ensuring that discussions focus on the right topics and lead to useful decisions. Second, the process, by guaranteeing adherence to the rules, the agenda, and the guidelines for participation, and ensuring that they are respected by everyone. Finally, the atmosphere, by maintaining a respectful environment that fosters participation.
In concrete terms, this means guiding without imposing, reframing without being abrupt, and moving the group forward without rushing decisions.
To give meaning and prepare the session
A session should never be held out of habit. It must respond to a real need.
We meet when it is necessary to share a common understanding, consult with members, analyze a situation, or make a decision. A meeting is also a space for mobilization, where members can feel useful and engaged.
Conversely, if the objective is simply to transmit information, other methods are often more effective. The chairperson must always consider the relevance of the method before even convening a meeting.
The quality of a meeting largely depends on its preparation. Effective leadership begins with a clear intention and a strategy. Preparation starts with clarifying the meeting’s objective. Is it a discussion, a consultation, or a decision? This distinction influences everything else. It then involves identifying the right people—those whose presence is necessary to understand, discuss, or decide.
The agenda then becomes a central tool. It’s not simply a list of items, but a true working structure. Each topic should be linked to an objective, an allotted time, and ideally, documents shared in advance. Good preparation helps avoid digressions, wasted time, and unproductive discussions.
Conducting the session and deciding
From the outset, the chair sets the tone. The chairperson reiterates the objectives, clarifies the framework, and ensures that everyone understands how the session will proceed.
Throughout the discussions, the role is to guide them so that they remain useful and result-oriented. The chairperson doesn’t let the discussion wander; but actively supports it. This involves simple but essential interventions: reformulating to clarify, summarizing to structure, refocusing when the topic deviates, giving a voice to those less heard, and reminding people of the time available. Good time management is essential to maintaining the group’s efficiency and commitment.
Decision-making is directly embedded in this dynamic. It doesn’t occur in isolation; it’s the result of discussions. To be sound, a decision must be clear, understood, and accepted by the group, even if some members voted against it.
The chairperson ensures that the proposal is well formulated and that the members know exactly what they are voting on. They verify that the discussions have informed the decision and assess the state of the discussion: is the group ready to decide or are there still areas of misunderstanding or disagreement?
When necessary, it is better to slow down, clarify, or even postpone the decision rather than concluding too quickly. A rushed decision weakens group buy-in.
Finally, the decision must be clearly established. The presidency explicitly names it, validates the group’s agreement, and specifies, if necessary, the follow-up actions, including responsibilities and next steps.
A meeting doesn’t end when the session is adjourned. It ends when the decisions are understood by everyone and the follow-up actions are clear. The chair must ensure that everyone knows what is expected, within what timeframe, and according to what procedures.
Follow-up after the session is just as important. Without follow-up, even a good session loses its value. An effective decision is one that is understood, shared, and implemented.
A tool for mastering assembly procedures
To support the chair and members in conducting meetings, the RCPAQ provides a practical tool on assembly procedures:
This guide offers clear guidelines, based on current practices, for structuring discussions and facilitating decision-making. It helps in formulating proposals, managing speaking time, and conducting votes.
When these reference points are known and shared, the sessions run more smoothly and efficiently.
Managing group dynamics
Chairing a meeting also means managing a group, with its strengths, personalities, and dynamics. The chair must constantly adjust their approach to foster genuine and balanced participation. They must encourage the participation of quieter individuals without making them feel uncomfortable. They must also guide those who tend to be very vocal without unnecessarily confronting them.
Maintaining a healthy work environment is based on a few simple principles: respect for individuals, genuine listening, recognition of contributions, and a clear distinction between ideas expressed and individuals.
Tensions are a natural part of any discussion and should not be avoided at all costs. When they arise, it is important to acknowledge them, clarify them, and steer the discussion back to the core issues. When managed effectively, they can enrich the group’s thinking.
The specific characteristics of chairing a governing board
In a governing board, the chairperson plays a central role. Their responsibilities extend beyond simply leading the meeting; they must also ensure that decisions are made in accordance with the law and in the best interests of the students. The governing board is a decision-making body, and every issue must be addressed thoroughly.
The roles within a GB are clearly defined in the law (Education Act , RLRQ, c. I-13.3, section II ) and explicitly described in the training for members of the Governing Board and school principals (in French). The board analyzes, discusses, and decides. The principal, for its part, presents information, clarifies the issues, and ensures follow-up, but it does not make decisions for the board. This distinction is essential and must be maintained at all times.
The chair also ensures that the different types of decisions are clearly understood. Adopting and approving do not have the same implications, and this distinction directly determines the level of responsibility and power exercised by the board. The chair facilitates voting processes clearly and, in the event of a tie, may cast the deciding vote, judiciously and with respect for the board’s collective role.
Collaboration with the principal is necessary and desirable, but it must be within a clear structure. Sometimes, the principal, consciously or unconsciously, oversteps its bounds. In these situations, the chairperson must be able to intervene. This requires a thorough understanding of their responsibilities and the ability to act decisively.
Reframing doesn’t mean confronting. It means putting things back into perspective. For example: reminding everyone that the board sets its own schedule, that the principal is invited but not a member and doesn’t participate in the decisions, that the chairperson convenes the meetings and proposes the agenda, which is then adopted by the board. These reminders are simple, but crucial.
Maintaining this balance requires tact, but also clarity. A chairperson that fully embraces its role contributes to a healthy functioning, where everyone acts in their proper role, for the benefit of the students.
