Bryce’s Laws on Life

Posted on February 21, 2014December 29, 2021 by TimBryce

BRYCE ON SOCIETY
– We’ve done management, systems, and project management, now how about Life?

We introduced the concept of “Bryce’s Laws” back in the 1970’s as a means to explain our concepts of systems, data base management, and project management. Over the years though, we introduced many other axioms applying to life in general which we hope you will find beneficial. Enjoy!

You cannot treat a patient if he doesn’t know he is sick.
A man’s trustworthiness is measured by the number of keys he holds.
Most children are raised by amateurs, not professionals.
Never trust a person who doesn’t have at least one known vice (e.g., drinking, smoking, swearing).
Don’t watch the clock, watch the product or service to be produced.
Lawsuits primarily benefit the attorneys and nobody else.
You eat elephants one spoonful at a time.
If you are not pissing someone off, you are probably not doing your job.
If the mind really is the finest computer, then there are a lot of people out there who need to be rebooted.
we tend to worry about the wrong things. This is like rearranging the deck chairs on the Titanic.
It’s hard to keep going forward when logic tells you otherwise.
Forget about today, build for tomorrow.
As the use of technology increases, social skills decreases.
There is more to building a team than buying new uniforms.
How we look and act speaks volumes.
Everything begins with a sale.
“Bullshit” is the most versatile word in the English language.
Just because someone understands what you are saying, doesn’t mean they necessarily agree with you.
Never let a job be held hostage by an employee.
The Baby Boomers will be more remembered for the problems they left behind as opposed to anything they accomplished during their tenure.
Youth is our only true vacation in life, and our most unappreciated.
There is no such thing as a bad cigar. It’s a matter of matching the right person with the right cigar.
We write to communicate, not to put people to sleep.
If you do something wrong long enough, you think it is right.
It’s not the time you put in, it’s the work product you put out.
Simple economics motivates everyone, particularly politicians.
Your most lethal weapon is your mouth.
Nothing irritates your opponents more than to see you succeed when you are expected to fail.
Do not underestimate the power of the company party.
Progress is arrested when we surrender to the status quo, that we no longer strive to exceed it.
If a single picture is worth a thousand words, imagine what a video provides.
It takes a brave soul to divert from the path of least resistance.
Appearances mean little if people can see through your disguise.
It is a fallacy that a cluttered desk is the sign of a brilliant mind.
The naysayers of the world take pleasure in chiding you as to what cannot be done.
Prove them wrong and return the favor.
Sometimes intelligence is nothing more than experience in disguise.
How to become financially responsible: Start each day by paying a bill.
The road to truth is rarely without bumps and bends.
The longer you delay admitting a mistake, the more expensive it will be to correct.
All arguments are settled at the cemetery.
There is always a heavy price to pay for keeping up with the Jones’.
Two irrefutable facts regarding investing in the stock market: The moment you purchase a stock, you can count on it declining immediately, and;
The moment you sell your stock, it will either immediately soar to new heights, split, or both.
You know you are getting older when you begin having arguments with inanimate objects, and you lose.
Everything eventually ends up in the garbage dump.
Traffic lights are green only when you do not have an appointment to make.
In every person’s life, you must eat at least one spoonful of dirt.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see:
timbryce.com

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Boxes of Rules

Posted on August 12, 2013December 29, 2021 by TimBryce

Too many leads to a bureaucratic nightmare.
BRYCE ON MANAGEMENT

When I first started in the work force, I asked my boss about the scope of my responsibilities. He simply told me to go as far and hard as possible. If I started to wander out of bounds, he would reign me in. This worked remarkably well. I quickly discovered the boundaries of my job and which ones not to cross. Rarely do you find such companies anymore, even small businesses. The work place is now organized into small boxes which defines the duties and responsibilities of just about everything. Whether you are in business or participate in a nonprofit organization, there seems to be more of these “boxes of rules” emerging, and they are inhibiting our ability to get things done. I’m not sure where this mindset came from. I can only suspect unions, who only perform no more than what is inside the box, influence this type of thinking; government likewise.

Laws, rules and regulations are written for those who will violate them, not people who will adhere to them. I learned this lesson when writing corporate policy manuals specifying the “Do’s” and “Dont’s” of the business. Such manuals are common in big companies, yet are equally beneficial in a small business with just a handful of employees. It takes no more than one employee to misinterpret the rules, either deliberately or accidentally, thereby triggering a lawsuit.

The ISO 9000 family of standards also encourages boxes of rules by documenting the many business processes in an organization, thereby providing sufficient instruction even a novice worker can follow. Such instruction may be useful for training purposes and for establishing the criteria for quality work products, but beyond this, they can become rather bureaucratic. I question the wisdom of doing virtually everything “by the book.” It seems to me, this would restrain people, stifle creativity, inhibit innovation, and promote more of a robotic existence in the workplace. It would also inevitably lead to a corporate culture of micromanagement whereby managers spend more time supervising as opposed to managing. In talking with employees faced with such boxes, they claim it has a tendency to discourage productivity and corporate loyalty by creating a tedious bureaucracy. Basically, they feel restrained by trying to operate with one armed tied behind their back.

Our “PRIDE” Methodologies for IRM were packaged as a manual, yet they were never meant to be a paper mill used to drive the process of designing and developing information resources. Unlike other paper-driven methodologies, we touted “PRIDE” as a philosophy of management; a way of looking at a business and its systems. This is why we referred to it as, “Software for the finest computer – the Mind.” In the end, it is people that make things happen, not books.

Frankly, I think we need more people with common sense as opposed to inanimate objects doing the thinking for us. Documentation has its place, but the tail need not wag the dog. Frankly, I prefer managers who challenge and embolden their workers to strive higher, as opposed to supervisors who sit over their employees with a whip and a chair. Companies need to learn to manage from the bottom-up, not just top-down, and treat employees as professionals, not robots. Only when we learn to manage more, and supervise less, can we begin to dispense with the boxes of rules.

There is a fine line in terms of the amount of rules and regulations needed to be documented in a company. There is always a need for a little wiggle room. It ultimately depends on the intelligence level and morality of the employees. Dolts need lots of rules, your better employees, who accept responsibility for their actions, do not. Personally, I prefer the sharp manager who tells me to go as far and hard as possible.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see:
timbryce.com

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Performing a Job You Hate

Posted on July 31, 2013December 29, 2021 by TimBryce

Things to consider before tackling that ugly job you despise.
– BRYCE ON WORK

Years ago, my grandmother made the observation, “In everyone’s life, you must eat a teaspoon of dirt.” There is a lot of wisdom in this comment. Throughout our lives there are little jobs we are called upon to perform, be it at home, school, the office, or wherever, tasks we simply hate to perform. Whether you have been asked to do it or realize it is something you have to do of our own free will and accord, tasks you simply do not want to undertake. Maybe it’s a job requiring physical skills and talents you simply do not possess, or maybe it’s a “dirty job” involving unique situations that are not exactly the most sanitary, such as cleaning up after an animal. Or maybe it has to do with a boss you do not like or respect, someone with an unsavory character. Working for a boss you like is one thing, working for someone you despise is something else altogether. Bottom-line, it’s a job you dislike and are reluctant to perform. So what do you do?

Quitting is the easiest alternative, if you can afford to do so, but it also means you have been defeated, which may be the reason you were asked to perform the task. Sometimes you are asked to perform no-win jobs simply because someone is looking for an opportunity to watch you fail and eliminate you. Sadistic managers are notorious of assigning such tasks. It’s a setup for which you are not expected to succeed. When I discover I have been put in such a position I usually rise to the occasion and conquer the task quickly, professionally, and with great zeal. There’s nothing quite like turning the tables on an adversary. It unnerves them.

For all other difficult tasks, I have found it’s a matter of having the right tools and working conditions for performing the job, and putting yourself in the proper frame of mind. Just resign yourself to your fate and “Get ‘R Done.” This, of course, requires patience and determination, two elements which seem to be in short supply these days.

Read: The 80-20 Rule

Early in my career, we were developing a series of seminars to promote our software product line. Working with an ad agency, we devised a clever invitation which included a beautiful brochure, and an egg housed in a photo cube (you remember, those little plastic boxes where you could insert photographs). Inside the egg was an invitation to the seminar with the person’s name on it. In other words, they were instructed to crack open the egg where they found their invitation and instructions. From a marketing perspective, it was brilliant and garnered a lot of attention. To implement it though was another story.

As this was my pet project, I found myself selecting the seminar sites, compiling lists of potential attendees, and assembling the invitations. That’s right, I found myself burdened with blowing out hundreds of eggs, inserting the invitations, and resealing the eggs (using “White Out”). Assembling the boxes and brochures was easy, but preparing the eggs was another story. I simply resigned myself to the task, setup a radio and blew out hundreds of eggs and packed them up. I quickly discovered blowing eggs requires a certain knack. If you do it wrong, the egg blows up on you and creates a mess, but if you take your time and find your rhythm, you’ll do just fine. You just cannot push it too hard, and I found the job took me all night to perform. Even though our seminars were a success, I still loathe the thought of blowing out eggs. I’m sure there are other jobs that are worse, but you get the idea.

So, when you find yourself harnessed with a job you hate, either rise to the occasion and overcome adversity, thereby earning the respect of the people around you, or toss in the towel early, assuming you can afford to. Just do not let a teaspoon of dirt turn into a table spoon.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see:
timbryce.com

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Office Gossip

Posted on June 12, 2013December 29, 2021 by TimBryce

Does your business promote or squelch idle gossip?
BRYCE ON MANAGEMENT

I have a problem with gossip in the office but I think we are all guilty of some infraction of it at some time or another. Petty gossip is one thing, viscous slander is something else altogether. Not surprising, there is a lot of misinformation floating around in an office regarding people and corporate direction. We often hear of rumors of people bucking for a certain job, looking to leave and join a competitor or customer, to sabotage a key project, or that the company is going to down size or outsource the operations to Timbuktu. Naturally, such rumors can put a damper on employee morale, making it harder to concentrate and see assignments through to completion. Managers should be sensitive to rumors and squelch them as soon as possible. If not, productivity will suffer. To do so, the manager should always keep in ear open as to what is being said around the water cooler or lunch table. Meeting with key members of the staff periodically for a drink after hours can also be useful for detecting what is being said as well as to build camaraderie and trust with the staff.

Perhaps the best way to overcome gossip in the office is for the manager to keep an open line of communications with his workers. This means the manager must be viewed as approachable and trustworthy by the staff. In addition to an open door policy, managers should hold routine meetings and issue memos on what is going on. This can be done through such things as bulletins, e-mail or a private departmental discussion group. But if the manager maintains a closed-door policy, rumors will inevitably circulate.

If rumor control is left unchecked, it can turn particularly nasty. No doubt we have all met people who are past masters at spreading rumors for political maneuvering. Some people thrive on political back stabbing which, unfortunately, I believe is a part of the fabric of our society. If it were not so, we wouldn’t have the tabloid media which thrives on drama, intrigue, and innuendo.

Like it or not, office rumors affect the corporate culture. We can either have peace and tranquility through open communications, or a lot of backbiting and finger-pointing. Interestingly, I have met managers who prefer the latter and use it as a means to set one employee against another in order to determine who is the stronger of the two. Kind of sounds like a new version of “American Gladiator” to me, and something I do not believe any of us signed up for when we were hired. As far as I’m concerned, there is no room in the office for malicious smear campaigns or character assassinations. Any manager promoting such an environment is simply an idiot and should be removed from power. But I have to be careful, it kind of sounds like I’m starting a rumor of my own doesn’t it?

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see:
timbryce.com

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The Importance of Recognition

Posted on February 15, 2012December 29, 2021 by TimBryce

For the last several years our Masonic lodge has been hosting an annual dinner to honor the county’s “Deputy of the Year.” Senior officers at the sheriff’s office select a person they believe deserves the honor and informs the Lodge as to why the individual merits the award. The Lodge then prepares a respectable plaque, schedules a dinner and invites the officer’s family, colleagues, and of course Lodge members. A lot of nice words are spoken on the deputy’s behalf, several photos are taken, and a small honorarium is presented to the officer who typically donates it to a local charity. The Lodge prepares a press release regarding the award and distributes it accordingly to the local press. It doesn’t really require a lot of work and it is the Lodge’s small way of expressing its gratitude not only for the job the deputy has performed, but for the sheriff’s office overall. It’s our way of saying “thank you” for their service. It is certainly not a lavish affair, but it is still greatly appreciated by the department for the recognition they receive. The honoree is flattered by the attention bestowed on him by the Lodge and his superiors, the family looks on proudly, and the public is informed of the good work performed by the sheriff’s office.

As human beings, we all crave some degree of recognition, some more than others. Entertainers gorge on it in a frenzy of media events, but most professions do not have such awards. Some people, who have confidence in their abilities, do not need such recognition and even avoid it, but many of us do, particularly in business where a kind word is rarely offered by anyone, including the boss. We may be quick to criticize, but we tend to be rather lethargic when it comes to issuing a compliment.

Read: Has Freemasonry Lost its Luster?

No, not everything requires a major media event to express gratitude, sometimes the best recognition is nothing more than a few kind words and a sincere handshake. A gift card, tickets, or some other small token of appreciation may be nice, but I tend to believe taking the person out for dinner or a drink, where you can personally thank the worker, is a nicer touch. To be even more personal, you might want to invite the person to your house for dinner. Such familiarity forms a bond between people and is a convenient way for building trust among workers. In this day and age of political correctness, such familiarity is often avoided as people worry they may offend the other party by saying something out of context and misinterpreted. Consequently, personal dinner parties, which used to be the norm in yesteryear, tend to be avoided in the business world these days. “Show me the cash,” tends to be the preferred alternative in today’s world which I consider somewhat unfortunate.

Read: The Masonic Handshake

Regardless of the size of the award, be it a large prize or just a compliment, try to present it with a sense of finesse so the recipient understands it is a genuine and sincere token of appreciation on your part. Sometimes levity is useful for making a presentation, but there should generally be an air of professional courtesy when doling out such awards. If presented too lightly, the recipient may not take it seriously and even be insulted by the gesture.

We have cultivated a positive relationship with the sheriff’s office by presenting the “Deputy of the Year” award for several years now. The recipients appear to be genuinely touched by the sentiment, not to mention the families and co-workers. The award may not seem like much, but when it is presented by the master of our Lodge with a standing ovation from those in attendance, the deputy appreciates our thanks. It’s the little things in life that make it worth living. Saying “thank you” is one of them.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M. Bryce & Associates (MBA) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see:
http://www.phmainstreet.com/timbryce.htm

Like the article? TELL A FRIEND.

Managing a Nonprofit Organization

Posted on August 11, 2011December 29, 2021 by TimBryce

Recently I was adding up the number of Board of Directors I have served on over the years for nonprofit organizations. This includes computer societies, fraternal organizations, homeowner associations, even Little League. The number was close to 40 where I have served in some capacity or other, everything from president, to vice president, secretary, division director, finance chairman, publicity and public relations, newsletter editor, webmaster, even historian (not to mention the many Masonic positions I have held). In other words, I think I’ve learned a thing or two about nonprofit organizations over the years. One of the first things I learned early on is that unless you manage the nonprofit group, it will manage you.

Running a nonprofit group is not exactly rocket science and is actually pretty simple, but surprisingly few people grasp the basics and end up bungling the organization thereby creating upheaval for its constituents. If you are truly interested in properly managing a nonprofit group, consider these ten principles that have served me well over the years:

Know the rules

Get a copy of the governing docs, read them, and keep them with you. Do not try to hide them. In fact, make them available to your constituents either in paper form or as a download on the computer (such as a PDF file). Got a briefcase dedicated to your group? Keep a copy of the docs in it and, if an electronic version is available, place an icon on your desktop to quickly access it.

Get to know your constituents

How can you expect to adequately serve them if you do not know what their interests are or the group’s priorities as they perceive them? They won’t always be correct, but understand their perceptions and deal with them accordingly. You might want to circulate a survey to get their view on certain subjects, and to solicit their support.

Communicate

Not only with the other members of the board, but with your constituency as well. Failure to do so only raises suspicions about what you are doing. Newsletters, e-mail blasts, and web pages are invaluable in this regard, particularly the latter where you can post news, governing docs, contact information, meeting minutes, audit reports, correspondence, etc. Simple communications will clear up a lot of the problems you will face as an officer on the board.

Administer

Keep good records, regardless if government regulations require it or not. Whether you are maintaining records with pencil and paper or by computer, it is important that accurate records be maintained, particularly about the group’s membership, logs of activities, attendance, finances, minutes, etc. It is not really that complicated to perform; you just need someone who pays attention to detail. Don’t have the manpower to do it yourself? Then hire someone, such as a management company, who can competently keep track of things.

Lead

People like to know where they are headed. If you are in charge of the group, articulate your objectives and prepare a plan to get you there. Also, do not try to micromanage everything. Nonprofit groups are primarily volunteer organizations and the last thing they want is Attila the Hun breathing down their necks. Instead, manage from the bottom-up. Delegate responsibility, empower people, and follow-up. Make sure your people know their responsibilities and are properly trained. Other than that, get out of their way and let them get on with their work.

Add value to your service

People like to think they are getting their money’s worth for paying their dues. In planning your organization’s activities, be creative and imaginative, not stale and repetitive. In other words, beware of falling into a rut. Your biggest obstacle will typically be apathy. If your group’s mission is to do nothing more than meet periodically, make it fun and interesting, make it so people want to come and participate. Try new subjects, new venues, new menus, etc. Even if you are on a tight budget, try to make things professional and first class. Change with the times and never be afraid of failure. You won’t always bat 1.000 but you will certainly hit a few out of the park and score a lot of runs.

Keep an eye on finances

As officers of the Board, you have a fiduciary responsibility to maintain the group’s finances and report on their status. I cannot stress enough the importance of having a well thought-out and itemized budget. Operating without one is simply irresponsible. And when you have a budget, manage according to it; if you don’t have the money allocated, don’t spend it. Obviously, you should also have routine finance reports produced (at least on a monthly basis) showing an opening balance, income, expenses, and a closing balance. Most PC based financial packages can easily do this for you. At the end of the year, perform a review of your finances by an independent party, either a compilation as performed by a CPA or a review by an internal committee. Post the results so the constituency can be assured their money has been properly handled.

Run an effective meeting

Nobody wants to attend an inconsequential meeting. Whether it is a weekly/monthly board meeting or an annual meeting, run it professionally. Print up an agenda in advance and stick to it. Start and end on time and maintain order. Got a gavel? Do not hesitate to use it judiciously. Maintain civility and decorum. Allow people to have their say but know when issues are getting out of hand or sidetracked. And do yourself a favor, get a copy of “Robert’s Rules” and study it.

Beware of politics

Like it or not, man is a political animal. Politics in a nonprofit group can get uglier than in the corporate world. Some people go on a power trip even in the most trivial of organizations. Try not to lose sight of the fact that this is a volunteer organization and what the mission of the group is. Keep an eye on rumors and confront backstabbers, there is no room for such shenanigans in a nonprofit group. If you are the president, try to maintain an “open door” policy to communicate with your constituents. It is when you close the door that trouble starts to brew. Also, ask yourself the following, “Who serves who?” Does the board serve its constituents, or do the constituents serve the board? If your answer is the latter, then dissent will naturally follow.

Maintain control over your vendors

Try to keep a good relationship with those companies and people who either work for or come in contact with your group, particularly lawyers. Always remember who works for whom. I have seen instances where attorneys have taken over nonprofit groups (at a substantial cost I might add). The role of the lawyer is to only offer advice; he or she doesn’t make the decision, you do (the client). One last note on vendors, make sure you maintain a file of all contracts and correspondence with them. Believe me, you’re going to need it when it comes time to sever relations with them. Keep a paper trail.

Bottom-line: run your nonprofit group like a business. Come to think of it, it is a business, at least in the eyes of the State who recognizes you as a legal entity (one that can be penalized and sued). There are those who will naively resist this notion, but like it or not, a nonprofit group is a business. Consider this, what happens when the money runs out?

I mentioned earlier that you might want to hire a management company to perform the administrative detail of your group. To me, this is an admission that the Board is either too lazy or incompetent to perform their duties (or they have more money than they know what to do with). Just remember, it’s not rocket science.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M. Bryce & Associates (MBA) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at

timb001@phmainstreet.com

For Tim’s columns, see: http://www.phmainstreet.com/timbryce.htm

Like the article? TELL A FRIEND.

Tune into Tim’s THE BRYCE IS RIGHT! podcast Mondays-Fridays, 7:30am (Eastern).

Your Management Style

Posted on May 25, 2011December 29, 2021 by TimBryce

NOTE: I originally wrote this post for my management consulting business, but it is just as valid for those people hoping to become a Worshipful Master of a Lodge. I hope you enjoy it.

I know a young man who was recently promoted to the position of “Project Manager.” This was his first management position and he was naturally a little nervous going into it. Knowing I frequently write on the subject, he asked for my advice as to what to expect. I began by saying management is not for everyone as it represents a leadership position where you become responsible for your subordinates. Some thrive in such a capacity, others prefer being led. I had a friend who was a master machinist and happened to be promoted to supervisor where he would be responsible for five people under him. This distressed him greatly as he worried about their performance. So much so, he developed ulcers and became quite ill. He begged his boss to go back to being a machinist, whereby he quickly regained his health.

Just because you’ve been given the title “Manager” doesn’t mean you’ve suddenly been imbued with certain knowledge. You have to work at it. For example, in the Information Technology industry, it is common to see a successful programmer elevated to analyst, then to project manager, then to I.T. manager. Such a person may have been a great programmer, but that is no qualification for becoming a manager. Not surprising, the Peter Principle is applied whereby the person is elevated to a position above his level of competency and the company suffers for it. In most cases, such I.T. managers have a rather narrow perspective as they tend to think less as managers and more as programmers.

Whenever thrust into the position, a person must develop his/her own unique style of management. Quite often we will try to emulate others we respect, we may also read books and attend seminars to learn management techniques, and solicit advice from our confidants. However, we must realize what works for one person may not for another, and because of this, we have to tailor our strengths and weaknesses to the situation at hand. We will inevitably experiment with different suggestions until we find a comfortable style of management.

There are ultimately three variables dictating our style of management:

Our assigned duties and responsibilities which defines the scope of our management authority, and as such, our mission as manager.
Available resources, both human and machine. The skills and proficiencies of our workers and equipment will play a significant role in the timely completion of work products. For humans we consider experience, performance, and skill set, which includes interpersonal relations (defining our socialization skills). For equipment, we primarily consider its limitations. As my old football coach was fond of saying, “A team is as strong as its weakest player.” If we have weak workers, we will need to improve their skills. If we have limited technology, we may need to consider upgrades. Of course, this depends on the availability of another type of resource, financial.
The time allotted to demonstrate you are achieving your goal. For a single project, you will likely need to demonstrate the project is proceeding on time and within budget. For departmental management you will need to demonstrate it is under control and improving productivity. It is very important you understand the timing variable as it will greatly influence your style.

These three variables define the hand we are dealt; how we play the hand is then up to us. Some will become drunk with power and try to micromanage everything under the persona of Attila the Hun. Some will try to make use of carrot-and-stick techniques to encourage workers to perform better, and still others will allow workers to walk all over them.

As for me, I always had a strong sense of organization and communications. Standardized and reusable methodologies for conducting business are invaluable in terms of defining Who, What, When, Where, Why, and How, all of which improves communications and clearly delineates how work products are to be produced. Unlike micromanagement, I prefer managing from the bottom-up, whereby assignments are clearly defined and employees are then empowered to see the task through to completion themselves. Other than this, I monitor the operation and run interference to overcome obstacles and obstructions. In other words, I believe in spending less time supervising, and more time managing.

The point is, this is a style that works for me. It may or may not work for you. As to my young friend becoming a Project Manager, I admonished him that, until such time as he discovers his own style of management, I recommended he remain flexible, to adapt and adjust accordingly, study others (what works and what doesn’t), and learn more than teach. After all, stye comes with experience. As such, I advised him to learn everything he can about his niche of the business, be fair and honest, and lead by example. Never ask someone to do something you are not prepared to do yourself.

We must never forget human behavior rests at the heart of the science of management. It is not about technology, it is not about numbers, it is about people, which is why we call it “man”agement. Perhaps the best way to define it is “Management is getting people to do what you want, when you want to do it.” And it all begins with your style of management.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see:
http://www.phmainstreet.com/timbryce.htm

Like the article? TELL A FRIEND.

Tune into Tim’s THE BRYCE IS RIGHT! podcast Mondays-Fridays, 7:30am (Eastern).

Recording Minutes

Posted on May 9, 2011December 29, 2021 by TimBryce

I recently received an e-mail publicizing a “webinar” on how to keep minutes for a meeting. At first I thought it was a joke as I consider such a task to be rather simple and obvious. Then again, although I had written numerous minutes over the years for a variety of organizations, it occurred to me there are a lot of people who haven’t. The obvious is not always obvious, and perhaps the producers of the webinar were on to something.

As I am a writer and have done this type of work for many years, let me give you my spin on how to keep minutes. First, do not trivialize the keeping of minutes. It is an official recording of the actions and decisions of an organization and, as such, has legal ramifications. Consequently, I recommend you become more intimate with how meetings should be conducted. To this end, you may want to obtain a copy of “Robert’s Rules of Order” and keep it nearby for reference purposes. I also recommend attending a course in Parliamentary Procedure. Regardless of the advice derived from these sources, you must also be cognizant that not all organizations observe such protocol and, as such, you should become intimate with the governing documents of your organization, such as its bylaws. There may also be some specific rules and regulations in your state for how minutes are to be recorded and maintained. Aside from this, just like about any other document, there are three basic parts to recording minutes: a beginning, a middle, and an end.

The beginning specifies the 5-W’s:

WHAT – defining the proper name of the organizational body. If it is a committee, subcommittee, or subsidiary of another body, be sure to denote the superior entities.

WHERE – specifying exactly where the meeting occurred, including street address, city, state, zip code, name of building and room number (if applicable). I also happen to include the telephone number, e-mail address, and web address if I happen to know it.

WHEN – the date the meeting occurred including the starting and ending times, and any breaks during the meeting.

WHO – the officer(s) running the meeting, along with their titles. Some organizations require keeping track of all attendees. For this, you might need to perform a roll call or require a sign-in sheet, either of which should be attached to the minutes.

WHY – defines the purpose of the meeting, e.g., board of directors meeting, general meeting, committee meeting, etc.

The middle section represents the chronology of events during the meeting. Hopefully, the person chairing the meeting will maintain control and not allow it to become a free-for-all which complicates recording minutes. It is also hoped the chairman is operating with an agenda which provides structure for the meeting. The agenda should include sections such as: Opening, Committee Reports, Awards, Correspondence, Old Business, New Business, Closing, etc. This provides a convenient road map for the person keeping the minutes and represents the various sections of the document. However, if there is no agenda and the meeting runs out of control, you’re on your own.

Throughout the meeting, there will be people making motions, some important, others rather trivial. Regardless, you must record all motions. When doing so, make sure they are as clearly worded as possible to avoid confusion later on. It is common to identify the person making the motion in order to assure the person is a legitimate member of the organization and is entitled to make such a motion. The person making the “second” is less important other than to be identified as a legitimate member of the body. Identifying the person, therefore, is considered optional. Depending on the nature of the motion, you can either indicate the motion passed or failed (or possibly “tabled” until another time), or list the number of votes for and against (and abstained).

Discussion on motions can become rather lengthy and heated. As such, it is advised you avoid including a description of the discourse unless specifically instructed by the chairman to take note of something. Always remember, you are a recording secretary, not a stenographer. More importantly, concentrate on the outcome of the debate in terms of what was resolved.

During the course of a meeting, a report or paper may be introduced that has a direct bearing on the organization itself or a particular motion, such as a committee report, treasurer’s report, an important letter, etc. In addition to making a motion to accept such a document, a motion should also be made to attach it to the minutes and become a part thereof.

If money is collected during the meeting for a specific purpose, be sure to personally count the money, record the amount and denote the purpose for receiving it. For example, if someone makes a donation to a specific charitable cause, state the name of the person, the amount donated, and the charity to receive it.

The ending is rather easy as it denotes the name, title, and signature of the person recording the minutes. It is also a good idea to have the minutes countersigned for validity by the senior officer present, such as the president or chairman.

Remain objective in writing minutes, do not editorialize. Avoid the temptation to say something was “good” or “bad.” For example, “Sam Smith gave an excellent lecture on…” Instead, write something like, “Sam Smith gave a lecture on… The Chairman thanked him for the presentation.” In other words, stick to the facts and do not embellish.

Recording minutes is a relatively simple matter to perform, it just requires a good agenda and someone who can competently write. Working with the senior officers of an organization, I help prepare the agenda in advance of the meeting. Consequently, I am able to assemble a set of the minutes in advance and make minor adjustments to them during the course of the meeting. In other words, I establish a template and fill in the blanks.

After the minutes have been recorded and approved, they should be filed in chronological sequence, normally in a binder or folder. Some organizations require minutes to be permanently glued and bound in hard cover books. Again, consult your governing documents for specifics. However if they are to be physically stored or archived, take precautions for their safeguard, such as from fire, water damage or acts of God.

My only other recommendation for recording minutes is, if it looks like the chairman or senior officers haven’t got a clue as to how to run a meeting, and many do not, have somebody else write them.

Maybe there is a market for training people in how to record minutes. “Who’da thunk it.”

Keep the Faith!

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