The chair plays a key role in helping P&C meetings run smoothly. Good chairing is not about control or authority. It is about guiding the meeting so everyone has a fair opportunity to contribute and decisions can be made clearly. 

This resource focuses on how to chair meetings effectively, not the formal rules or procedures, which are covered elsewhere. 

The role of the chair 

The chair is responsible for: 

• guiding the meeting through the agenda 
• keeping discussion focused and respectful 
• ensuring everyone understands what is being discussed 
• helping the meeting reach clear decisions 

The chair does not make decisions on behalf of the meeting. Decisions belong to the members. 

Before the meeting 

Good chairing starts before the meeting begins. 

Helpful preparation includes: 

• reviewing the agenda and understanding each item 
• checking that meeting papers have been circulated 
• being clear about which items are for discussion and which require decisions 
• knowing when the constitution may need to be referenced 

Preparation helps meetings stay focused and avoids rushed decisions. 

During the meeting 

During the meeting, the chair: 

• introduces each agenda item 
• invites members to contribute 
• manages the flow of discussion 
• keeps the meeting moving 

When people are asked to speak through the chair, this simply means the chair invites participants to speak so discussion remains orderly and everyone has a chance to be heard. 

If discussion starts to drift, repeat or become unproductive, it is appropriate for the chair to bring the meeting back to the agenda item. 

Example 1: Acknowledge and refocus 

“That’s a really important point, and I don’t want to lose it. For now, can we bring the discussion back to the agenda item in front of us, and we’ll note this to come back to at a future meeting.” 

Why this works: it acknowledges the contribution, signals respect, and clearly redirects the meeting. 

Example 2: Use the agenda as the shared reference point 

“I’m going to pause us there and bring us back to the agenda so we can finish this item properly. If there’s more to explore, we can look at how and when to do that next.” 

Why this works: it keeps the focus on process rather than personalities and frames the redirection as practical, not corrective. 

Encouraging participation 

Good chairs: 

• create space for quieter members to contribute 
• ensure no one dominates the discussion 
• acknowledge different views respectfully 

Participation does not mean everyone must speak. It means everyone has the opportunity to do so. 

Managing difficult moments 

From time to time, meetings can become tense or challenging. 

In these moments, the chair can: 

• restate the purpose of the discussion 
• summarise key points and check understanding 
• pause discussion or suggest deferring an item 
• remind members of agreed meeting expectations 

Staying calm and neutral helps maintain trust in the process. 

Moving towards decisions 

When discussion has run its course, the chair helps the meeting move towards a decision by: 

• checking whether members are ready to decide 
• asking for a motion where appropriate 
• ensuring the decision-making process follows the constitution 

If members need more information, it is often better to defer a decision than to rush one. 

Knowing when to pause 

Strong chairing includes knowing when not to proceed. 

It is appropriate to pause or defer a decision if: 

• members have not had enough information 
• the process is unclear 
• emotions are running high 
• the constitution needs to be checked 

Pausing protects the association and supports better outcomes. 

Chairing is a shared responsibility 

While the chair leads the meeting, good meetings rely on: 

• respectful participation by members 
• clear agendas and papers 
• shared understanding of meeting procedures 

Chairing well becomes easier when everyone understands how meetings are meant to work. 

Related resources 

• P&C meetings and decisions 
• Meeting procedures 
• Voting and decision-making 
• Understanding your P&C constitution 

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