Chairmanship
The position or office of the chairperson is called chairmanship. This term refers to the function, not to the person who holds this office. The chairperson is at the helm of the executive committee, while the entire executive committee manages the association’s business.
The articles of association may also provide for co-chairmanship or collective leadership. In this case, several or all of the committee members exercise the function of chairperson collectively.
Further information on important aspects of this sub-topic can be found at the bottom of this page.
A person different from the chairperson can be appointed to conduct the general meeting. At the beginning of the meeting, that person is chosen for the duration of the meeting or for individual agenda items.
The general meeting is conducted by the chairperson. Some associations have a chairperson for one day or one occasion only. This can be another committee member or an external person.
A keen sense for human nature and skilful moderation are required to conduct a general meeting: It is important to find a balance between firm leadership and an extensive exchange of opinions and views regarding the agenda items. Once the views have been shared, the end of the debate can be announced. It is helpful if the moderator summarises the different positions at the end of the debate and only allows further commentaries if these provide additional clarification. Subsequently, the corresponding vote can be carried out.
A committee meeting should be structured, efficient and participatory. The person chairing the meeting ensures that all members receive an agenda in advance, that the objectives of the meeting are achieved, that all participants are involved in the discussions and that the resolutions are recorded. As a “time-keeper”, he/she makes sure the meeting starts and ends on time. As a rule, the chairperson of the executive committee chairs the committee meetings. However, the meeting may also be chaired by another person or in rotation by all members of the executive committee.
As a rule, the chairperson presides over the general meeting. For individual agenda items, however, other members of the committee may also take the lead, especially if motions submitted by the chairperson are discussed. For large associations and complex processes, an experienced moderator from outside the association can be entrusted with this task. For many associations the standard practice is to elect a different chairman for each general meeting.
At a general meeting, there may be disturbances, for example, if someone does not stick to the agenda, interrupts others while speaking or takes up too much speaking time. The chairperson of the meeting is entitled to call such persons to order. If there are interminable interventions, a procedural motion to restrict the speaking time or to close the list of speakers may be helpful. If, in spite of an admonition, someone does not adhere to the assembly rules and this leads to a considerable disturbance, this person can be excluded from the meeting. If the debate becomes tumultuous because of very different or conflictual points of view, the chairperson can request an interruption to discuss the further procedure in a calmer setting with the other members of the committee or, if need be, with a representative from each of the fractious groups. If it is not possible to continue the meeting, it can be cancelled and resumed at another time.
The invitation to a meeting indicates the place, date and content of the meeting. It makes sense to include an agenda and documents that allow participants to prepare for the meeting.
In a meeting, sometimes there are people who talk too much or are deviating from the actual topic and thus disturb the meeting considerably. If they don’t comply with the exhortation to be brief or to come to an end, they may be interrupted by the chairperson. To be able to continue with the ordinary meeting, they may also be forbidden to speak. A more lenient measure is the speaking time restriction. Both measures can also be demanded from among the members present with a procedural motion.
The position or office of the chairperson is called chairmanship. This term refers to the function, not to the person who holds this office. The association is managed by the executive committee and the committee is led by the chairperson. The articles of association may also provide for co-chairmanship or collective leadership, i.e. several or all of the committee members exercise the function of chairperson collectively.
The most important committee office is that of the chairperson. This person must hold the reins and ensure that the committee is able to work and performs its duties. However, he/she does not have to do everything him/herself. The chairperson supervises current matters and directs the committee meetings. He/she is available as a contact person for the outside public and must represent the association in important matters. If there is an administrative office, a secretariat or a commercial business, the distribution of responsibilities must be clear to the general public. The chairperson is elected by the general meeting. The chairperson is part of the committee; he/she shares the committee’s overall responsibility and does not have more rights than the other committee members.
The office of chairperson may also be occupied by two persons. It is important to have a clear definition of the areas of responsibility in the team of two, i.e. an agreement on who is responsible for what. Co-chairing makes sense if no one is willing to take over the office of chairperson alone. For externals, it must be clear who the contact person for a certain topic is.
Question
I put myself forward for the vacant position of chairperson but I am not a committee member. Does the general meeting first have to elect me to the committee and then elect me as chairperson in a second vote? In the articles of association, it is stated that the general meeting elects the chairperson and the other committee members.
Answer
Unless stated otherwise in the articles of association, the members can elect you directly as chairperson. However, if an association's committee is self-constituting (which isn't the case at your association), the general meeting votes one or more people to the committee. This later elects a chairperson from within its ranks at its constituting session.
Question
Who is king/queen of the association?
Answer
There is neither a king nor a queen in the association. The committee as an overall body assumes responsibility for the association's business. It has the right and the obligation to take care of the association's affairs and to represent it externally. That's what the law says.
Unless the articles of association provide more specific requirements, the committee can organise itself and the distribution of its tasks as it sees fit. It can, for example, introduce a departmental system. However, it is always true that the committee is a collegial body that assumes joint liability for the association. It must be ensured that all committee members can have their say. The chairperson cannot issue commands alone.
Question
What are the consequences if it is not possible to fill the seat of the chairperson during the elections at the next general meeting?
Answer
Even if the seat of the chairperson is temporarily not filled as stipulated by the articles of association, this has no legal consequences for the association, provided that the vacancy is not dragging on for years and the association is actively searching for a new chairperson. After all, it is highly unlikely that someone is going to file a complaint for that matter. However, if the vacancy might persist for a prolonged period, a corresponding amendment of the articles of association should be considered. The same applies to other vacancies on the executive committee.
During the vacancy, it is important to distribute the tasks among the committee members effectively, according to the available time and professional interests of each member. A contact person should be appointed for internal and external issues (a function which is usually assumed by the chairperson). For the public, it must be clear who to contact by telephone or in writing.
Of course, the signatory rules must be modified, too.
The vacancy can also represent an opportunity. The position of chairperson might become more attractive for potential candidates if the responsibilities of the executive committee are shared among several committee members. Members can be mobilised to provide occasional support or the position of a co-chair can be introduced. During the transitional period, a new culture of cooperation might emerge.
In the case of tied votes, the chairperson shall cast the deciding vote. This rule applies only if it is provided for in the articles of association or if it corresponds to the customary rights of the association.
The deputy of the chairperson is called vice chair. The vice chair can be set up as a separate function with special tasks or as a deputy function active only in the absence of the chairperson. The distribution of tasks and the regular exchange of information between the chairperson and the vice chair are very important.
Checklists are useful tools for repetitive processes and activities such as the planning and organisation of the annual meeting, the annual report or other meetings. Once created, they can be used and adapted repeatedly.
Committee decisions can be taken at a meeting or in the form of a circular resolution, in which all committee members express approval or rejection with their signature. Nowadays, where e-mail is more common than letters, the signature is replaced by an affirmative or negative sentence or by ticking the corresponding box. If a committee member requests an oral discussion, this must be granted. Circular resolutions are only valid if permitted by the articles of association.
Collaboration means doing things together: completing, achieving, accomplishing something. Every collaboration is defined by three "factors": the individuals ("I"), the group ("we") and the topic being worked on. In a good collaboration all three factors are considered, with none being given short shrift.
Committee meetings are held to take decisions concerning the management of the association. They should take place regularly and as often as necessary. They are convened and conducted by the chairperson. As a rule, there should be a list of agenda items and it should be clear which topics will be discussed and which decisions are to be made. A record shall be prepared of the resolutions that have been passed. Persons that are not committee members may participate in committee meetings, too, e.g. the executive manager or the secretary. They have no voting rights and are not allowed to participate in any decisions, however, they may participate in the discussion in an advisory capacity.
Consensus means agreement on a proposal or solution, with no tacit or overt disagreement. Thus, there are no losers. However, it is easier to reach consensus on uncontroversial topics. Complex, controversial topics require long discussions and therefore often take up a lot of time.
With a consent decision, a proposal is deemed to be accepted if there are no major or justified objections: Not "Yes, I agree!" but rather "I have no major, justified objection against it." Rather than the highest level of active consent, there is a minimum of concern. In other words, decisions are deemed "good enough" so they can be carried out quickly.
As a rule, the executive committee decides with a simple majority of the committee members present. For very important decisions, the committee members can apply the principle of consensus (unanimity). The committee regulations or the articles of association can stipulate what to do in the case of a tie or in case not all committee members are present. As a rule, the chairperson has the casting vote in the case of a tie.
This term refers to the distribution of responsibilities between the general meeting and the committee as well as between the committee and the administrative office or commercial business. It is important to describe tasks and responsibilities as well as decision-making powers for the different functions within the committee, too. Such a description should specify activities and define the authorisation to spend funds up to a certain amount as well as the obligation to inform the committee (reporting). The definition of powers and responsibilities can be part of the regulations. The responsibility for the activities of individual functions always lies with the entire committee as well.
To delegate a task means to entrust that task to another person or group. For instance, the committee may delegate tasks to working groups, to individual members of the association or to an administrative office. Together with the tasks, the corresponding powers (competencies) and the responsibility for them shall be delegated, even if the overall or ultimate responsibility remains with the committee.
In the context of associations, digital cooperation refers to the cooperation within the executive committee as well as to interactions with members or between them. Digital media facilitate the exchange of media content and offer the possibility to digitally create media content individually or together with other users. Digital collaboration includes joint data storage and processing (e.g. Dropbox, Google docs, etc.), communication channels such as WhatsApp, Slack, social media platforms and planning tools such as Trello and Doodle. With a survey tool such as Findmind or Surveymonkey, member’s needs and ideas can be surveyed at any time; the interactive Mentimeter presentation software is suitable for live surveys at the general meeting.
Where several individuals join together to pursue a common goal, it is useful to clarify responsibilities and competencies. This object can be accomplished by means of a functional description, the rules of distribution of responsibilities or by functional specifications. These documents specify the name of each function, to which body or area it belongs, what the duties, competences and responsibilities of the person entrusted with this function are and to whom he/she has to report on their work, i.e. who is the supervisor. A function diagram lists all functions available in the organisation.
The tasks, competencies and duties of a committee function or of employees are set up in the functional specifications.
The get it done session is a meeting format in which people meet in order to complete tasks together. Prior to the get it done session, the tasks are gathered and the time frame is defined. The potential tasks for a get it done session with management include preparing a budget, sending a mailing, cleaning up an archive, planning a social media campaign, etc. A get it done session can take place online or in person and lasts two hours or longer.
Kanban is a simple (Japanese) planning method that makes it easier to complete work and collaborate. Kanban makes the individual steps and tasks clear and helps to avoid misunderstandings and ensures that no tasks are "forgotten". With kanban, teams work with a shared analogue or digital board on which each task is recorded with a Post-it note, which is then moved either to the left (to do) or right (done) as the work proceeds.
Question
Who is king/queen of the association?
Answer
There is neither a king nor a queen in the association. The committee as an overall body assumes responsibility for the association's business. It has the right and the obligation to take care of the association's affairs and to represent it externally. That's what the law says.
Unless the articles of association provide more specific requirements, the committee can organise itself and the distribution of its tasks as it sees fit. It can, for example, introduce a departmental system. However, it is always true that the committee is a collegial body that assumes joint liability for the association. It must be ensured that all committee members can have their say. The chairperson cannot issue commands alone.
The organisation chart shows who works in which position/function for the association. It graphically displays the ranks of the different positions, to which area they belong and the relationship among the organisational units.
The committee is responsible for the management of the association. To accomplish the association’s tasks, a suitable structure and organisation of the management is necessary. In many cases, if the workload of the committee is unmanageable and if their financial situation allows it, associations set up a secretariat or an administrative office. Large associations create sub-units with different degrees of competence. There are associations with sections at the local and/or cantonal level and an umbrella organisation at the federal level.
The pending items list helps the executive committee to manage its matters on a day-to-day basis. It contains a list of what to do, who should do it, when to do it, and who to report to after completion of the task (what, who, by when, report to whom).
Question
Our committee has taken the decision to symbolically record the work it performs so as to be able to legitimise its position well during negotiations for subsidies. Is it only the time spent in attendance at the office that should be recorded? Or should the, in some cases, very long amounts of time required to reach the office also be taken into account as no other work can be performed during the journey?
Answer
It is great that you record your hours and can thus substantiate the work you perform! This forms the basis for the recognition of performed work, irrespective of whether compensation is provided for it or not. At the same time, the recording of hours worked is also helpful for things like job descriptions for interested volunteers.
Whether travel time should be included in these working hours is actually contentious, with both approaches being legitimate. Ideally, both should be reported separately, with different rates being applied to working hours and travel time (e.g. half the [fictive] remuneration for work is paid for travel time).
The executive committee may issue regulations for its executive management or for the administrative office and amend these if necessary. The regulations must not contradict the articles of association.
Within organisations, responsibilities are designated to different bodies or people. Responsibilities are either explicitly defined by a competent authority or the mandate results from the job description, the definition of powers and responsibilities, departmental processes, committee regulations or any other organisational basis. The clear definition of responsibilities is an important task of the management. A lack of clearly defined responsibilities leads to poor results and, in many cases, causes conflicts. A mandate is a contract type under the Code of Obligations (CO).
The retrospective is a meeting format in which a brief review of a (sub)project is carried out following its completion. It focuses on a discussion of how the (sub)project went and what needs to be changed for the next one. A retrospective can be conducted online or in person. It lasts at least one hour.
It is very helpful to have a clear definition of who is responsible for what, in other words, if there are clear rules of competences. This applies not only to the distribution of tasks between the different functions within the committee, but also between the committee and the administrative office, the secretariat or the operation. Clear competency rules help to prevent conflicts.
In the rules of procedure, the committee sets up rules that define its tasks and competences as well as the responsibilities of the entire committee, its different functions and its individual members. Depending on what is stipulated in the articles of association, the rules of procedure may also be issued by the general meeting.
The executive committee may adopt rules of procedure or business regulations for the organisation of its activities. These regulate and facilitate cooperation. Rules of procedure or regulations can be drawn up for all committees or executive bodies of an association.
The term social media refers to digital media and technologies that enable users to share media content and to create media content individually or together with other users. The most popular social media platform at the moment is Facebook. Social media also include services like Google+, Twitter, Dropbox, Flickr, Instagram, Doodle, WhatsApp.
Committee members often work a lot and they do not receive any remuneration. It is therefore important to promote not only member relations, but also relations with the committee. Good discipline in meetings and the appreciation of the honorary committee work can be helpful and motivating.
A commission shall consist of two to three or more persons from amongst committee members or members of the association. The commission shall be appointed by the committee and receives the mandate to deal with a specific topic. It shall report to the committee about this topic, make suggestions or present results. A distinction is made between “permanent commissions”, such as the finance commission, and those set up for one-time events, e.g. for an anniversary. Commissions are also called panels.
Question
What are the consequences if it is not possible to fill the seat of the chairperson during the elections at the next general meeting?
Answer
Even if the seat of the chairperson is temporarily not filled as stipulated by the articles of association, this has no legal consequences for the association, provided that the vacancy is not dragging on for years and the association is actively searching for a new chairperson. After all, it is highly unlikely that someone is going to file a complaint for that matter. However, if the vacancy might persist for a prolonged period, a corresponding amendment of the articles of association should be considered. The same applies to other vacancies on the executive committee.
During the vacancy, it is important to distribute the tasks among the committee members effectively, according to the available time and professional interests of each member. A contact person should be appointed for internal and external issues (a function which is usually assumed by the chairperson). For the public, it must be clear who to contact by telephone or in writing.
Of course, the signatory rules must be modified, too.
The vacancy can also represent an opportunity. The position of chairperson might become more attractive for potential candidates if the responsibilities of the executive committee are shared among several committee members. Members can be mobilised to provide occasional support or the position of a co-chair can be introduced. During the transitional period, a new culture of cooperation might emerge.