There are various forms of public indoor meetings which in the main can be described under the following headings:
- For demonstration and propaganda purposes only.
- For publicity and recruitment of new members to an organisation.
- For public protest against the action of a certain authority.
- For obtaining public opinion by resolution in support of a certain project.
- For the purpose of reporting on a certain event.
The reader will realise that there are distinct differences between these various kinds of meetings; and that therefore, the preparations, arrangements and management of the meetings also varies. The committee or organisation responsible for the meeting must prepare accordingly. ‘
PREPARATION FOR THE MEETING
Taking them in the numbered order mentioned above let us consider the characteristic features of each meeting.
Number 1. Specially attractive publicity intended to appeal to the widest section of possible supporters, Large hall, colourfully decorated. Popular speakers who have the ability of arousing strong enthusiasm amongst an audience. Inspiring music and song provided by orchestra or choir. Special attention to the stewarding of the
meeting with adequate number of stewards to control crowds, to take tickets at doors, and to assist the Chairman in taking money collections. Arrangements should be made for supplies of literature and special sales stewards. At such a meeting no questions or discussion would be allowed.
Number 2. Special publicity efforts amongst those particular sections of people whom it is intended to recruit. For example, if it is a union meeting to recruit engineering workers then special efforts should be made, in addition to public notices in the local press and on the hoardings, to make the meeting known in the local engineering factories through printed leaflets distributed amongst the work‐
people by union members; by chalk notices at the factory gates; by contacting shop stewards and urging them to use their influence to rally the workers to attend the
meeting. The speakers at the meeting should be fully qualified to speak about the work and policy of the particular organisation, and should in the main confine their remarks to that subject. There should be a plentiful supply of recruiting leaflets and membership forms, and for the benefit of those who do not fill up a form at the
meeting the Chairman, in his closing remarks, should clearly indicate where and how such persons can make local contact with the organisation after they have reflected on the meeting and read the literature which has been given to them.
Number 3. In this case the publicity would focus attention on the grievance about which the protest meeting was being held. The speakers would build their speeches
around that grievance and the audience would be asked to express support to the protest in the form of a resolution. It might elect a deputation to interview the Authority in question. It might decide on lines of activity for broadening and developing the campaign of protest until the grievance is remedied. If a deputation is to be elected a list of suitable names for recommendation to the meeting should be prepared, and other nominations left open to the meeting.
Number 4. At a meeting which is called to support a certain project like the “launching” of a new organisation or the organising of some special event, the publicity would centre around the objective. Well‐known names of sponsors should be collected and advertised. They should be invited to sit on the platform although they might not be speaking at the meeting. The speakers should specially explain the project in view and what it is expected to achieve; A resolution should be drafted and submitted to the meeting for approval, and arrangements made to collect names and addresses of intending members and supporters. Provision might be made for questions and discussion from the audience.
Number 5. Reporting a special event such as a Congress, or the visit of a delegation to another country, makes a special appeal to studious‐minded persons, therefore the publicity material should prominently refer to the event which is to be reported at the meeting. The speakers should be persons who have been connected with the event and who can therefore give a first‐hand report of it. If there is more than one speaker they should, previous to the meeting, arrange their notes so that each speaker deals with separate aspects of the subject. At such a meeting as this it is absolutely essential that time be allowed for questions from the audience and replies by the speakers.
PROCEDURE AND CHAIRMANSHIP
Having broadly outlined the varying features of the different kinds of public meetings, now let us consider the general procedure which should apply to all of them, and some of the essential points in connection with the Chairman’s duties.
First, a word about the meeting hall. The committee responsible for arranging the meeting should first make a rough estimation of how many people they expect to attract to the meeting, based upon the public interest in the subject of the meeting, the extent of the publicity campaign to be undertaken, and the attracting value of the speakers. They then have a reasonable idea of the size of the hall required. It is a mistake for them to book a large hall unless they feel confident about filling it.
One hundred people in a hall which only holds one hundred, is a success, but two hundred people in a hall which holds eight hundred is a failure. The psychological effect on an audience where the hall is full is very important. It stimulates a feeling of strength, whereas a hall only half full has a depressing effect upon both the audience and the speakers.
But of course, it is possible for a committee to overestimate the attendance, and find on the night of the meeting, that not sufficient people turn up to fill the hall.
In this situation certain steps should be taken to minimise the effect of the poor
attendance.
First, if there is gallery in the hall, close that, and use only the ground floor. The people on the floor are not likely to notice an empty gallery. Secondly, try to get the audience in a compact position. Don’t encourage the people as they
arrive to stray into any isolated seat, have stewards to guide them to seats near to one another. Thirdly, if the seats are divided into a centre section and two sides, fill up the centre section first to within a few rows of the back, before starting to use the sides. A compact body of people in the centre block of seats, looking straight before them at the platform – over rows of filled seats – will hardly notice the empty side seats, or those empty behind them. Always fill the front centre seats. The sight of empty seats depresses an audience and discourages a speaker.
If representatives from the press have been invited to the meeting, or are expected to come as a result of the publicity, have a press table available for them near the
platform to make it easier for them to take notes.
The Chairman and committee responsible for the meeting should be in attendance at the hall at least fifteen minutes before the starting time, so that they can meet – in an ante‐room if possible – to review final details.
Speakers should also be present early and the Chairman should discuss the time‐table of the meeting with them and any points he wants them to note about procedure, before they go on to the platform.
Some speakers – especially those who use carefully prepared notes – have a preference for either left or right of the Chairman’s table, and the Chairman should ascertain this before‐hand and try to accommodate that speaker in order to place him at his ease.
If it is a large platform, the committee and close supporters should be arranged as a platform party, to occupy seats behind the Chairman and speakers. A well‐filled platform is much more impressive than an empty space.
Attention to the order of entry on to the platform is important. The Chairman should lead, the speakers should follow in their order of importance, and then the committee and supporters. On the Chairman’s table there should be a bell or mallet and a water jug and glass. If there is a microphone it should be tested before the meeting opens to see that it is already switched on and is in working order. It is most disconcerting for the Chairman to start speaking into a dead “mike” and having to halt whilst somebody scurries around trying to get the apparatus to work.
When the platform party goes on, all of them, including the Chairman, should take their seats. The Chairman should then give the audience a few moments to settle down before he rings his bell or bangs his mallet to call for silence. He should then rise to his feet to make his opening statement, which should cover the objects of the meeting, the naming of the speakers and any reference to the meeting procedure on which he thinks the audience should be informed, such as whether time will be allowed for questions and discussion.
The Chairman’s remarks should be terse and to the point. At a public meeting people come to hear the speakers, not the Chairman. He may be a more fluent speaker than the advertised speakers, but an audience always expects the
Chairman to act as master of the ceremonies and not to play the part of a star performer. When the Chairman finishes his opening remarks he should then announce his first speaker. He should introduce him with a few appropriate remarks about his qualifications and his record of service in public life or whatever field of work he specialises in. Such remarks, commonly called a “build‐up” – confirms the prestige of the speaker and prepares the audience for attentive listening.
The Chairman should have his time‐table in front of him and he should quietly notify the speaker when he is nearing the time limit. This can be done by the Chairman touching his bell or passing a note to the speaker three or five minutes before his time expires. The arrangement to do this should have been made with the speaker before he goes on the platform so that the speaker knows what to
expect. The bell, as a signal, is less distracting to the speaker than the passing of a note. If the note method is used only two words in block capitals should be written,
i.e., “THREE MINUTES”. This notice can be read at a glance and gives the speaker time to make his closing remarks.
When the speaker sits down, the Chairman should not immediately rise to his feet, he should allow a few moments for applause. When the applause has ended he
should then rise to make his next announcement. If there are more speakers to be heard he should announce them In turn with appropriate personal words of introduction. Although a speaker may be well‐known, it is a mistake at public meetings for the Chairman to simply say, “Our next speaker is so well‐known that he needs no words of introduction from me.” The Chairman must not assume that everybody in the audience is as fully informed about the speaker’s qualifications and record as he is himself. There may be many people present who only know the
speaker by name and they will appreciate a proper introduction from the Chairman, providing it is short and to the point. Also, the words of introduction from the
Chairman provides the audience with a few minutes necessary interval – or breathing space – between the two main speakers.
Further, when the Chairman has important announcements to make to the audience, he can effectively use the interval between the speakers to do so. It is a mistake to save important announcements for the very end of the meeting. When people are about to leave they are not so attentive to further remarks from the platform. Most regular meeting‐goers have experienced occasions when these last‐minute announcements have been shouted from the platform, above the noise of shuffling feet and conversation, as the audience is leaving the haIl – and they know how ineffective such announcements are. It is the kind of untidy ending to the meeting which the Chairman
should always avoid.
LITERATURE
Many Chairmen make that mistake in connection with literature. The sale of literature at public meetings is an important item and the Chairman can greatly assist this by devoting a few minutes to the subject in between the speakers. He should have copies of the literature on his table which he thinks the audience should be speciaIly encouraged to purchase. He should briefly mention the
importance of this literature and state the title and the price. If this announcement can be foIlowed by a few minutes interval between speakers, to allow the literature
stewards to go down the gangways to make sales amongst the audience it usually has good results. Those who do not obtain the literature because they are not
seated conveniently near the steward, will look for their opportunity to obtain it as they leave the hall. By the Chairman making an announcement about the literature,
it gives authority to the sales – encourages the audience to buy, greatly helps the stewards to sell, and gives them a standing of importance to which they are entitled. If the Chairman makes no announcement, the audience streams out at the end of the meeting, with the less experienced meeting‐goers regarding the literature stewards at the doorway almost as persons committing a nuisance.
INTERRUPTIONS
During the proceedings of the meeting the Chairman is responsible for maintaining good order amongst the audience. Serious interruptions very seldom occur at
working‐class meetings but when they do, if it is an organised attempt to break up the meeting and the Chairman is unable to stop it, he must rely upon the hall
stewards to eject the interruptors. At public meetings it is always advisable to have stewards available for that purpose.
In the case of less serious interruptions a good Chairman can usually quell any disturbance. He has the advantage of his authority as Chairman and can, in almost every case, depend upon the support of the audience in checking interrupters.
Often, when interruptions take place they are provoked by some remark in the speaker’s address, to which somebody in the audience objects. This is where the sense of judgement on the part of the Chairman must be exercised. If the interruption is no more than a single ejaculation the Chairman need not intervene. Usually the speaker, if he is quick‐witted, will answer the remark of the interrupter in the next few sentences of his speech and if he does it well he will generally silence him. But if such interruptions are repeated, or if the interrupter rises to his feet and attempts to make a statement, the Chairman must deal with him. He
should ask the speaker to stop for a few moments and resume his seat, whilst he rises to his feet to rebuke the interrupter. He should point out to the offender that
he cannot permit such interruptions, that it is unfair to the speaker and to the audience who want to listen. The Chairman, by associating the audience with his ruling, rallies their support, strengthens his own authority and psychologically isolates and overwhelms the interrupter.
Another very effective method is for the speaker or Chairman to score with a quick humorous retort at the, expense of the interrupter, thereby making him the object of laughter from the audience. This can be even more effective than the first method because it destroys the dignity of the interrupter. But the retort must not
be ponderous – it must be spontaneous, quick and very pointed to be effective, and not every speaker or Chairman is temperamentally fitted for that.
RESOLUTIONS
At a public meeting where a Resolution is to be submitted for endorsement by the audience, the best practice is for the Chairman to read the Resolution at the end of his opening remarks and to call upon the first speaker to act as the mover and the next to act as seconder. If there are more speakers they act as supporters. At the end of the last speech before the Chairman makes his closing remarks the Resolution should be submitted to the vote of the meeting either by acclamation or by show of hands.
The committee responsible for the meeting may have decided that in addition to the platform speakers, discussion on the Resolution should be allowed from the
audience for a limited period. Before asking for the first speaker from the audience, the Chairman should state the time which will be allowed for general discussion and then ask those in the audience who wish to speak to indicate by holding up their hands. That enables the Chairman to decide how much time he can allow to each speaker. If the total time for discussion is half an hour and six persons want to speak, he can allow them five minutes each. If, however, there are thirty or more would‐be speakers the Chairman should rule that that number is not practical, and he should then fix a limit that he thinks is suitable and select the speakers in the order in which they rise and catch his eye. If he selects several speakers one after
another who all speak for or against the Resolution, he should then ask if anyone wishes to express the opposite point of view, and if there is, he should give him preference to speak next.
In cases where provision has been made on the time‐table of the meeting for discussion from the audience, it is necessary to make provision also for a short reply to the discussion by the first platform speaker who moved the Resolution, and immediately following this reply the Resolution should be submitted to the vote of the meeting.
VOTE OF THANKS
Often at public meetings, provision is made by the Chairman for votes of thanks to the speaker to be moved just before the close of the meeting. Especially is this done in the case of speakers who have travelled from outside the locality to the meeting, or if they are guest speakers from another organisation. It is a form of courtesy which makes a friendly conclusion to the meeting.
Often at small meetings, votes of thanks are moved without previous arrangement, but at larger public meetings – and if the Chairman intends to call for votes of thanks – it is advisable for him to arrange before the meeting who is to be the mover and the seconder. This enables them to reflect upon a few suitable remarks and prevents some garrulous enthusiast jumping to the occasion and making an unnecessarily long statement.
Movers and seconders of votes of thanks must be very brief in their remarks – not longer than five minutes for the mover and three minutes for the seconder. They must not introduce new contentious matter in their remarks. They can refer to some of the points made by the speaker and express appreciation for his address and for the service which he has rendered. No discussion can be allowed by the Chairman on votes of thanks. After the usual applause from the audience to indicate support to the Motion, the Chairman should invite the speaker to make a brief reply.
CLOSING THE MEETING
The closing of the meeting is important from the stand‐point of the impression left on the audience. The Chairman must aim at holding the attention of the Audience to the very last moment. He should rise to his feet for final remarks. These remarks should be brief and should refer to the outstanding purpose for which the meeting was organised. He should call upon the audience to bear in mind the speeches they have heard. If proposals for action have been put forward, the Chairman should briefly reiterate these and call upon the audience to go away determined to follow up these proposals; He should aim at terminating the meeting on a high note of enthusiasm. At the end of his closing remarks he should not just stop and leave the audience wondering whether there is anything more to wait for, he should definitely terminate the proceedings by saying, “I now declare this meeting closed.”