Decision-Making With A Team: How To Apply Robert’s Rules Of Order To Meetings At Work

It’s official. Meetings are now most peoples’ least favorite part of the workday. But they are crucial quite often in the work environment. Whether conducted in-person, over the phone, or via video call, they can help a team connect over a shared mission, campaign, or company update. Choosing when, where, and how to conduct meetings seems to require a special set of skills, and the last few years have shone a harsh light on the topic of necessity when it comes to meetings. In these instances of determining the effectiveness or importance of a meeting, it is important to have a strategy. Enter: Robert’s Rules of Order.

According to RobertsRules.com, “Robert’s Rules of Order is America’s foremost guide to parliamentary procedure. It is used by more professional associations, fraternal organizations, and local governments than any other authority.” First published in 1876, this set of rules was named after United States Army military engineer Colonel Henry Martyn Robert. He created the original outline after he was asked to oversee a meeting at his church. Suffice it to say, the meeting didn’t go well. Out of the confusion and disorganization came this set of rules. (Hindsight is always 20/20, after all.)

As a structured man with a background in processes, he created a list of ideals for conducting public meetings. The set of rules helps groups to work through the decision-making process in a unified way. Robert’s Rules of Order provide a way for everyone’s opinion and voice to be heard. They create a dynamic that satisfies the majority and allows movement to be made in pretty much any matter. The rules have been adopted by many formal organizations and are used by boards of directors internationally.

So, how can this seemingly rigid set of rules apply to your everyday staff meeting? How can you create an environment that upholds these rules, given the hybrid work landscape we are currently in the throes of?

Establish a motion

No matter how big or small the matter, the meeting you are holding is for a reason. Consider the reason (or reasons) for your motion. Motions are statements or issues that are provided for the group to discuss. They provide the matter up for debate, and most modern meetings involve them, even if they aren’t as formal as in a debate setting. For example, if you are in the marketing space, you may be meeting to decide which of three client pitches will move forward as the first in your upcoming campaign. Each of the three pitches would be considered its own motion.

To keep the team on topic and productive, the majority of items brought up during the meeting should fall under one of the following categories of motions.

Main motion

Main motions introduce a new item to the team or audience.

Subsidiary motion

Subsidiary motions are introduced to change or affect how to handle the main motion. If you are introducing a subsidiary motion – or contextual rule for your particular meeting – you will want to vote on this matter before the main motion. In layman’s terms, it is like the appetizer before your main course.

Privileged motion

A privileged motion is an important matter unrelated to pending business. It can be brought up, but with tact. We often address these after the main topic for the meeting is handled.

Incidental Motion

If you are wary of how to approach decision-making during a particular meeting, you may bring up an incidental motion. It helps the group clarify any questions that may come up about the decision-making process, and should be considered before the main matter is discussed. (Ask questions early and often!)

Motion to table

If tensions are high or the person leading the meeting doesn’t deem it necessary for everyone to be on the call or in the office, then a motion to table may be introduced. This kills the original motion, and you will not need to reschedule the meeting.

Motion to postpone

If the group is not coming to an agreement, there is contention among parties or the time allotment for the meeting has passed, anyone participating in the meeting can motion to table the decision. This, in effect, delays the meeting and gives the team more time to address the process.
In an office setting, it is important to be mindful of the time the decision may take if you make a motion to postpone. Consider new dates and times to reschedule while the team is still together since you want to ensure the team is meeting deadlines they have for the corporation or your clients!

Educate the team

The person who called the meeting often knows more about the subject matter than other people involved. If written material or samples are not available before the meeting begins, the leader or leaders involved (i.e. the head of the department making the decision, team members leading the campaign, the Chief Executive Officer (CEO), etc.) will want to provide information on what the motion/issue means for the company, and how it will impact team members moving forward. It is very important to provide context around the issue so that everyone is going into the decision-making process with the knowledge they need to move forward.

Conduct the meeting

There are six ways to move forward with the decision-making process once you’ve called the meeting to order. (On a Zoom call, the time often starts with the pre-recorded words: “This meeting is being recorded.”) The process should be fairly easy, and can absolutely be utilized in a casual or more formal setting.

Motion

Someone in the meeting raises a hand or communicates that they would like to speak to the chairperson/meeting lead.

Second

A second member agrees with the motion and identifies their thoughts to the team. In movies and television, you will literally hear the second state, “I second the motion” or “I second that.”

Restate motion

So that everyone is clear about the matter at hand, the meeting’s leader restates the motion.

Debate

People in attendance can bring up their thoughts and concerns, essentially debating the original topic.

Vote

The meeting lead once again restates the motion, clarifying any outstanding issues or thoughts. They ask for affirmative votes first and count them. Then, they ask for votes against the issue.

Announce the vote

Those who called the meeting formally announce the results, and the next steps are assigned. Often — and especially in the modern work environment — next steps are provided in individual or team meetings after the decision is made, or even sent via email or CRM system as tasks for team members.

Yes, Robert’s Rules of Order are quite antiquated – they were literally drafted up in the 19th century — however, they can be quite useful in a lot of different situations. Consider using some of this structure and taking notes on how it goes next time you have a decision to make, especially in a professional setting. It will undoubtedly work wonders to improve morale and instigate a higher level of respect within the office.