The Duties of a Chairman.

Waikato Times, Volume XXV, Issue 2081, 7 November 1885, Page 2 (Supplement)

The Duties of a Chairman.

For the ordinary work of committees or societies, it ia by no means necessary that the chairman ehould bo a good epsaker— perhaps the revereo, on the whole. A chairman who likes to hear tin sound of hia own voice will very soon ruin the committee or meetiog over which he precidea, unless Btcpa be taken promptly to remedy the inibohief. Tha model chairman should be able to say his say in a few biief, appropriate sentences when circumstances require it— as, for example, in stating the objects for whioh a meeting is being held, but usually he has to do more with oontrolling tho speaking of others. He must be a man ot tact judgment and an even temper — possessing the knack of coming, if need be, to a swift aud sound decision upon the spur of the moment. A professional ot business man, of good social standing in the locality, ought, as a rule, to be invited to take the obair. He will at once give an air of substantiality to the committee, stamping it with the sign and seal of worth. Often enough the success of a movement or of a society has been secured forthwith beoauae a certain particular man has consented to head it. And on the other hand many a committee has failed to make the slightest headway — though the object for which it exist 3 mty be unexceptionable — simply because the co-operation of Mr. So-and-ao has not been obtained. Though thia may not indioate a very chef rful state of thing?, it is nevertheless a common experience. A committee or society having been established, and its chairman appointed, it becomes incumbent upon the latter to attend the meetings with unfailing regulaiity. For his own comfort and convenience ho will do so, aioce it mu3fc be obvioud that the moment he " loses touch" with the affairs of the committee he then and there labours under a distinct disadvantage, and his usefulness, moreover, is diminished. In committee work he will have due regard to punctuality— beginning the proceedings at tha selected hour. If he ia lack in thia respect, he will find the members of the committee soon growing equally remiss— not to the benefit oi the business which calla them together. In committees it is customary to f ermit a good deal of the conversational style of affairs, aud within well defined limits this ia unavoidable. But in a meeting of a larger aoale, public or otherwise, tho chairman must regulate the business in the strictest possible manner. Again Mr, Chairman must take care that his meeting does its work. Let him always have it well in hand. He must not allow any one to jpeak more than once, or to wander from tho subject;, or to obtrudo upon an unwilling audience. The only exception to the first point ie made in favour of the speaker who introduces a subject, and who is accorded a right of reply — which, however, ia usually not clairatd at public meetings. Aa regards the second point, he will call the errant orator'B attention to the irrelevancy of his remarks, and invite him to discuss the matter under consideration, or resume his seat. And in reference to the third, whioh has not unfrequently proved itself a thorn in the chairman's side, should the speaker persist in addressing people who aro manifestly reluctant to hear him, tho chairman will probably be able to put an end to the unseemDy scene by requesting the audience to vote as to whether tbe obstructionist is to be heard or not. In all cases the chairman must see that his ruling is upheld and acted upon. Ra a peot for tha chair must be a cardinal principal.—Cassel's Family Magazine