Meetings

Notices

Some branches issue a meeting schedule for the entire year. This allows members to note the dates on their calendars. Issue meeting notices at least three weeks in advance of the meeting. The notice should include, at the very least, the date, the topic, the focus of the discussion, and the speaker's credentials. If a meal accompanies the meeting, mention the meal choices and the price. Some branches include an invoice for the cost of the meeting, along with a response sheet to be faxed to the organizer for head count purposes.

Members should be required to make a reservation four or five days in advance, so that the meeting facility can be given an accurate count for meal service. Obviously, it is a waste of money to pay for uneaten meals, but normally, the guarantee number given to the facility must be met.

Joint Meetings

Do not overlook the value of joint meetings with other local groups such as the NAEYC, Kiawanas International, and OMEP, to cite a few. Consider accepting invitations to these meetings and assign your branch's Public Affairs Committee to seek out and establish contact with appropriate groups.

The meeting itself should present a topic of mutual interest. In order to do so, each group should assign a member to plan the event. Advance notice is crucial so that a good turn out can be expected.

Look to such meetings as a way to expose others to practicing ACEI professionals. In turn, current and future teachers' horizons will be broadened. Depending on the group involved, it could be useful for each president to describe their own group's activities, their members' job responsibilities, and then exchange literature.

Handling Difficult Meeting Situations

Here are some difficult situations that you might face as President or Moderator and advice for handling them.

A person who tends to dominate the discussion. A talkative participant must not be permitted to dominate the discussion. Use direct questions to draw out other participants. If nothing else is effective, a private chat with the individual during a coffee break might help. You might say "I appreciate your willingness to give us your views, but I am concerned that we're not hearing from some of the other members. I want to try to draw them out when we reconvene."
A person who wants to argue. Usually, such a person irritates the group. Hostility may be expressed or the group may come to temporary silence. Subsequently, you may want to use direct questions to other participants as a means of maintaining the balance. However, you may have to be very direct, pointing out that the quibbling is interrupting the progress of the meeting and is a waste of valuable time.
A person who starts another meeting with neighbors. Side conversations are inevitable in a typical meeting and are apt to be brief. They become a problem only if prolonged. One technique is to invite the individual to share with everyone what is being said. Another way to handle this situation is to simply be quiet and look at the offending person.
A person who is timid or lacking in self-confidence. Whether such a person feels uncertain because of inexperience or is simply unwilling to speak due to fear of embarrassment, ask a question in an area where the reluctant individual can speak with conviction.
Establishing and holding the interest of the group. It is essential to activate attention in the opening statement and then motivate the group to respond. Don't let your voice sink to a monotone. Put energy into your sentiments.
Starting a discussion when necessary. Ask questions demanding consideration of the problem for an unusual point of view. Use cases, real or hypothetical. Call for specific experiences, ideas, or opinions from group members.
Keeping up with the pace of the discussion. Try to crystallize statements into phrases which can be recorded quickly. Ignore statements not pertinent to the topic. Pursue an important line of inquiry with direct questions.
Handling touchy subjects. Anticipate that touchy subjects may arise and face them squarely. If they are not truly pertinent to the subject under discussion, point that out, referring to the objectives of the meeting. If they are pertinent, remain neutral, insisting on an objective consideration of the question. "It's a good point but what does that have to do with the discussion at hand?"
Developing discussion and avoiding superficiality. Be prepared to cite specific cases and facts for consideration if they are not forthcoming from group members. Call on individuals known to have had specific relevant experience, past or present. Do not permit oversimplification.

Program Ideas

Program Ideas from ACEI Branches and the Program Development Committee columns printed in the ACEI Exchange are in Appendix 2.

Plan international/intercultural affairs programs.
Order video cassettes from ACEI Headquarters.
Invite local people to speak on local issues.
Hold breakfast meetings.
Plan social get-togethers. Invite non members; i.e., school board members, principals.
Invite local legislator, school board member, district administrator to speak.
Share new curriculum ideas.
Organize a "Bring and Brag" program - each participant shares a successful teaching idea.
Hold a young writers'/poets' conference.
Join with other organizations to co-sponsor a conference.
Invite a speaker from another non-profit organization.
Start a Book Club.

Meeting Supply Checklist

Did you remember to bring the following?

Laptop
Name Tags
Name Tag holders
Blank on-site name tags
Ribbons (Speakers, Committee members, Board, Staff, Sponsors, Exhibitors)
Extra Ribbons
Tape, scotch & masking
Scissors
Cash box & change
Receipts
Markers
Attendee Registration sheets (several copies)
Blank on-site registration sheets
Sponsor signs
Directional signs
Door signs
Sign Holders
ACEI applications, brochures, promotional information
Evaluation forms
Event tickets
Handouts from speakers
Branch Banner
Copies of hotel contracts and banquet event orders
A/V orders
Attendee lists
Agenda or Program copies

Room Arrangements That Work

Seating arrangements can have a tremendous effect on session interactions and group dynamics. Here are some guidelines.

U-Shape -- Tables and chairs are arranged along three sides, with an open end for presenters. This format ensures that everyone can see and hear the presentation and encourages face to face interaction amongst the group. Best for no more than 25.

Single Tables -- Six foot tables are angled with a single central aisle in the center. Limitedly allows for the group to see each other. Can work for any size group but works best for larger groups.

Informal Circle -- Couches and chairs arranged in a circle. This facilitates full participation and eliminates hierarchies. Might be good for retreats, best for 15-20 people.

Clusters of Rectangles -- Arranged on an angle. Good for small group breakout sessions.

Rounds of 6 -- Six chairs at a series of round tables, arrange so that no backs face the front of the room. Can accommodate any size group.

Theater Style -- This is set up in rows, similar to an auditorium type setting. There are no tables for attendees to lean on. This is best if you don't think the session will need notes to be taken.

Classroom -- This set up is best for seminars. It is set up in rows of tables for six people. Important if the session requires note taking.

Avoid Theater or Classroom style if setting a room for a retreat or if you want people to network and interact with one another. It also can become uncomfortable to sit without a table for an extended period of time.

Obtaining Speakers

Branches should feel free to invite anyone involved in the education community to address them. It's still possible to get many speakers without paying as long as it fits into his or her schedule. Don't assume that you can't get a speaker because he or she is in another state. It doesn't hurt to ask. He or she may have business in your area and can combine the speaking engagement with business. Following are some sources for obtaining speakers.

Members as Speakers

Involve branch members as both moderators and speakers. Many branches have, among their membership, experienced educators who may be less active than they once were. Invite them to address the branch and/or participate in a question and answer session.

ACEI Speakers Bureau

The ACEI Speakers Bureau includes a variety of experts on a number of educational topics. Visit the ACEI web site at www.acei.org and click on Speakers Bureau for information. If you find a speaker you want to use, call Headquarters to make the arrangements.

ACEI Presidents' Council, Executive Board, or Staff

Consider inviting an ACEI Presidents' Council, Executive Board, or Staff member to address the branch once a year to bring the members up to date on ACEI activities. The Presidents' Council has set up a mentoring program.

Service Providers or Associates

Sometimes local service providers have the best resources and the easiest access to qualified speakers. If you use this resource you should certainly set some ground rules ahead of time. No sales pitch, no company name and logo on each slide or power point screen, or whatever other rules your branch wants to set.

The program director should always have in mind a couple of local "back up speakers" that can be called on in a pinch.

Speaker Etiquette

Below are guidelines to use when setting up programs with speakers.

Once a speaker has been invited and agrees to address the group, confirm in writing the date, time, place, topic, dress, the time allotted for the presentation, and the way in which the topic should be handled.
Request a copy of the speaker's biography so copies can be given to the moderator or included in the meeting notice.
Make sure that you tell the speaker the expertise level of the group. Inform them if the audience is made up of new risk managers, seasoned veterans or a mix of both. There is nothing worse than having an audience think that the speaker is talking down to them, or having the subject matter be over everyone's heads.
Make sure to send the speaker a confirmation letter. Along with the letter you should send an ACEI fact sheet familiarizing your speaker with the organization and your branch.
Remember to provide the speaker with the name and contact information of someone in the branch that they can contact if they have questions.
Obtain and confirm in advance if your speaker needs audio/visual equipment. Confirm this in writing.
If a panel discussion is planned, let each panelist know who the other speakers are and what each will discuss. This will avoid redundancy. If possible, the moderator or program director should meet with the panelists prior to the session to ensure they are on target.
Invite speakers who have fairly equal status in their organizations. In the case of a high level executive, provide an appropriate platform. Do not expect someone to travel halfway across the country for a 10 minute address on a complex topic.
Allow sufficient time for a question and answer session at the conclusion of the speaker's presentation. Remember, the moderator is the time keeper. Each presenter should know, in advance, their time allotment and moderator will control this.
If the speaker is from out of town, provide hotel information and offer assistance. If your meeting location is out of the way, arrange to pick up your speaker.
Remember to present the speaker with a small gift in appreciation for his/her efforts in attending you meeting. This includes speakers that are members of your branch. They have not prepared any less than someone from out of town.
When deciding on the gift to present to your speaker, keep in mind that what may be a wonderful basket of goodies, could be a problem for someone traveling on a plane.
Always send a thank you note to your speaker(s).

By following the guidelines, you should have a well prepared, relaxed speaker to present to your group. They will be grateful for the extra effort you have taken to ensure a smooth program.

Accommodating Speakers

With the exception of ACEI members, the confirmation letter you send to speakers should be accompanied by information on ACEI.
Advise speakers of the anticipated size of the audience -- expecting 100 people and finding 25 can be demoralizing.
Determine from your speaker if audiovisual equipment is required and, if so, provide it.
If the speaker is from out of town, determine if overnight lodging is necessary and offer assistance. Likewise, check if transportation to the meeting is required. The speaker will welcome this kind of hospitality.
Most speakers appreciate introductions to branch officers and members at the meeting prior to the presentation.
Have your moderator keep speaker introductions brief. Avoid reading three page resumes. Provide highlights of the speaker's career and anything pertinent to the subject the speaker will address. Following the presentation and the question and answer period, the speaker should be thanked and presented with a small gift as a memento. Sending a "thank you" letter will also be appreciated. ACEI note cards are available for purchase from the Publications Department.

Backup Speakers

Things can and do happen. One hopes it is a rare occasion when a speaker cancels at the last minute. The program chair should always have in mind a couple of local people who can be called upon in a pinch.

Speaker Checklist / Requirements

Speaker Name:

Equipment being used:

Provide coordinator with a copy of your handouts and a short bio by ____________.

Contacts information:

Complete the AV equipment form by ______________.

Arrive 30 minutes ahead of time.

Bring copies of handouts and business cards.

Use simple audiovisual equipment -- an overhead projector. ACEI does not supply or pay for an LCD. If one is needed, you must provide your own.

Keep to the timetable established, making sure to leave room for questions and answers.

Information for Speakers

Branch Contact:

Phone:

Fax:

E-mail:

Mailing Address:

1. Please communicate your audiovisual equipment needs to ACEI coordinator _______ by ____________ via the enclosed form. When preparing audiovisuals such as slides or overheads, please test visuals to ensure that they can be seen from a distance. Please arrive 30 minutes early for A/V set-up.

2. For some programs, a moderator and room monitor have been assigned. They will assist you with the audiovisuals, handouts, and other requirements you may have. Please be sure to contact the moderator prior to the program.

3. (For a conference) Pick up your speaker badge and program book at the registration area marked "Speakers." Meet your program moderator in the seminar room indicated in the printed program, which you will receive at Speaker Registration on ____________.

4. As a courtesy to attendees, please begin and end on time. The program moderator will keep track of time and will inform you when 5 minutes of speaking time remain. Please summarize your presentation at that time.

5. Your audience is risk managers from a variety of companies and vendors.

6. Learning objectives should be outcome based. For example, if you are presenting on membership marketing, one objective may be that "attendees will be able to articulate three ways to market membership to potential members."

7. The Program moderator has built in time for audience sharing and questions/answers. Please speak with the program moderator to establish the method you prefer for audience participation (i.e. questions as they come up during the discussion or after the presentation).

8. Please be prepared to provide ACEI with a short biography for introductory purposes. Bio must be received by _____________.

9. Handouts must be received by ____________ to allow time for reproduction. Attendees benefit from having handouts of slides or overheads to use as an outline for note taking.

10. Attendees will complete evaluation forms at the end of your program. Evaluation summaries will be available after the program.

11. You have been selected as a speaker because you are a role model for the profession. This is your opportunity to gain recognition for the knowledge you impart and to share your expertise. Your presentation should be theory and practice based so that information can be transferred to other companies and situations. Presenters are asked to make every effort to ensure, to the extent possible, that information presented is accurate and unbiased. We ask that all speakers refrain from service and product promotions. No service or product promotional materials may be distributed during your session.

12. It is not unusual for attendees to approach presenters at the end of their session to request business cards and information about contacting them. Please come prepared with ample business cards to distribute.

Speaker Tips

These Do's & Don'ts are intended to help keep you, the speaker, on track and assist you in keeping your presentation on target and the attendees satisfied.

Golden Rules of Seminar Leadership

Do Familiarize yourself with the first few minutes of your opening.
Do Graciously mix with attendees during registration or pre-seminar functions. Seek opportunities to introduce them to each other. Probe for needs and answer questions. You will have established a rapport, and created a very positive image before the seminar even begins.
If you are not a morning person, make a grand entrance at 9 a.m. DO NOT sit there silently staring at registration, waiting for the session to begin.
Do Tape flip charts to the wall.
Do Indicate in advance that you will wrap up if time is too short.
Do Speak loud and fast. (Research shows that people who speak more quickly are perceived as more intelligent.)
Never apologize.
Don't be afraid to say "I don't know." Follow by saying, "I'll check and see that you get an answer" - and then do so.
Don't only tell attendees how difficult, dangerous, costly, and discouraging everything is. Be realistic but combine this with at least as much good news.
In closing, do tell the participants they have been a unique and excellent group. (This will probably cause them to applaud you.)