Freddy's waiting till that last minute today, right? comes to the back. Hi Susan. >> Hello. How are you? Who's Angela Merrill? >> She is RCTV.
>> Okay. Mirror than YouTube. Sorry. >> It's always good if you don't mind. It'll be good if we can just have them not show up as YouTube. But yeah. Well, they're showing up as RCTV studios in mine now. >> That's good. >> Yeah. Yep. >> We asked them to do that last time and
they've been great about doing it since. So, they are showing up as RCTV. >> Good afternoon. >> Hi, Mom. >> Hello. >> Hi, buddy.
>> Hello. when we discuss the questions, I may want to ask you to allow me to share my screen. >> Yes. >> All right. I'm going to start the meeting. I I'm again I'm uh crushed for
time. Um, I know Ray will will join on. All right. >> Sorry, Bob. Just one second. I just I Ray's gonna have to wait a minute if I'm showing my screen because I won't see him come in. If anyone else sees them, let me know. >> Um,
oh, yeah. Okay. Go ahead. >> Uh, call the meeting to order. Seeing that it's 12:02 on 9:12, uh, this meeting is being recorded and being held remotely on Zoom and streamed live on RCTV. >> Uh, the Armedy Board of Commissioners
recognizes the importance of hearing public comment at the discretion. >> Recording in progress. >> Uh, on items on the official agenda once recognized by the chair, all persons addressing the board state their name and address prior to speaking is the role of the chair to maintain order and all public or ensuing discussion. Uh
please uh folks all remote participants identify themselves. Bob Coulter, >> Vic Sunni, >> Patty Molino, >> Susan Inman. >> Okay. >> And let me stop sharing for one minute to see if Ray is in yet. >> Nope.
>> No. Okay. go back to the share and we will uh just and this is the
Um, do you want the agenda up, Bob, or the questions? >> Uh, we're um Yeah, we're okay. Uh, let's let's look at the questions. We don't need uh because we're not going to executive session. So, >> Oh, you're not today. Okay. I had one. I
I did. >> No, no, no. I'm not right now. So, that we don't need to read the motion. >> Okay. Yep. Um, Susan, I am rejoining the meeting from a PC, so you're going to see another.
>> Okay, not my phone. >> I'm just going to stop sharing for a moment and look for you in here. Hold on. I'll text Ray, too. Were
you able to get me in yet? >> I don't >> I don't I don't see you having joined. Does anyone else see him? >> Uh up. I'm on the wrong one. That's my problem. Sorry. Apologize. That's executive
session. Um, I'm going to come in now. >> You should start getting an echo or something. >> Yes. See you now. >> Maybe it's being recorded.
>> Okay. [Music] All right. Um, you're going to take it over. >> Yeah, thank you. So, uh, what what I wanted to, you know, I looked at all the questions and I think when we developed
the questions, they seemed fine. Um uh but as we had those discussions Bob with all of the various teams I think you know leadership of the organization became a very important issue to probe more
effectively and I think some of the questions we had co touched some of that but what I I I spent a lot of time analyzing the responses and trying to focus on some of the more key issues.
issues. So, so, so the main thing would be to understand what is the management style of this person and then how they deal with conflicts or disagreements with in the executive team and with the board because it's the decision making
under stress that's really an important attribute and that's where a lot of leaders fail. So, what I thought we could do is in question four, um, Susan, if you allow me, I to share
my screen. >> Oh, sure. I'll stop sharing. I was going to That's fine. I'll just track my changes and make changes as I go along in this document. I just opened the Word one. So, >> can you guys see this?
>> Yes. >> Okay. Is it big enough? Yeah. >> Yeah. >> All right. So, so I I'm I'm comfortable with the opening remarks, right? Uh question one, I'm comfortable. Question two, I'm comfortable. Question three,
I'm comfortable. Question four, what I was thinking is the the specific question I would recommend we consider is how have you handled or how would you handle disagreements or conflicts within your executive team? ex especially when major
decisions are at stake. So it's a very but it's it's it's a very specific question but essentially what I would do is I would qualify this question by saying we want to understand your management style and experience and then say then
say you know this is the question and there was also another thing I was thinking of what steps would you take to empower department leaders to make decisions and collaborate without needing constant input
because the idea is if you have a good capable organization, they don't need to have the CEO or the general manager be a mediator. Any thoughts on that? Um the only thing um I could see like we
opened up with your management style and how have you handled I I would take out how would you handle that how have you handled you know >> right the expectation is you have discourage comes within your executive
team um I I I think that's fine you know in you know not necessarily the executive Yeah. No, because like some people have not have not had executive teams. So, >> yeah.
>> And then the other thing I I I think is, you know, how how do you um one of the things was the experience level in RMLD, right? Valuing that. How do how do we put that into a question, right?
um you know h how you know how you know how do you handle uh disagreements or conflicts with the executive team and then how do you handle what is your expectation or what is your style of you know
relying on existing experience within the you know within your organizations how do you manage that right that's that's what I want to see because I heard I I know I heard that loud and clear from session I was in and from the notes from
>> Yeah. No, no, because like I was also in the management session and I felt that you know there needed to be more team building there, Bob. >> Okay. Excellent. Yeah. And we can expound on that. So I mean that doesn't that that's something you can scratch out from somebody, right?
>> So I think that's good. Yeah. Yeah. I'm going to change. >> Okay. So, so just just just the question just the question that I've highlighted in yellow in question four would be that's I I would have a preamble which is like help us understand your management style but the specific
question is the one that's highlighted in yellow. >> Okay. >> Okay. And then question five um rather than how do you influence culture uh I I I would ask like you know provide
us you know using examples help us understand how you engage with various stakeholders you know how would you ensure open and transparent communication with the board and how would you involve them in strategic decision making >> yeah and and and uh and
I'll also add you know your your teams, right? It's the board and you know that works both ways, >> right? And yeah, so the idea here was like various stakeholders. So it would be you know this there's a specific question for the board but it's a little
open-ended. So like how do you deal with the team? How do you deal with customers? How do you deal with community policy makers? >> Yeah. Yeah. Okay. I I I I like that change. >> Okay. Thank you. And I and I would keep
like you know I would keep all the others the same like like or or the other like the other thing was in question seven rather than how would you deal with surprises and challenges one another option was like describe a time when you took a significant
business risk what led to that decision and what was the outcome. >> Yeah. And uh I I I do like the professional challenge. Yeah. That was not anticipated because again you have something you don't expect the scenario to develop and how do you deal
with it that happens constantly. >> Yeah. Know and so so how would you this how would you want to frame this? >> So I would say uh can you know describe a time when you took significant business risk? Uh,
>> I think it just put >> you're getting jammed. >> I would I would put it as an an add-on to that question. >> Okay. So, so, so, okay. So, so describe a time when you took a business risk. What led you to that decision? What was the outcome? How do you deal with
surprises and challenges? >> Yep. >> Okay. Will you be providing me this document? Um, VC. >> Yes, ma'am. >> Okay. Terrific. I I I will uh share
these questions as edited. Yeah. >> Okay. Just as you want them and I'm going to take them just as they are when they come from you because I started to retype and then I realized you weren't taking everything you wrote down. So, >> I put it. >> Okay.
>> Okay. That's perfect. And then and then here uh so so yeah. Okay. >> On number four you had a bunch underneath that weren't highlighted. >> Yeah. No. So this was like just help me thinking you know. >> Yeah. So you weren't taking those,
right? You're going to give it to me without those because we're not going to ask those. Is that correct? >> Yeah. So >> okay. >> So so what we would ask would be this just this part. >> What about the one the question above it? Are you still going to do the approach to managing operations, people, budgets?
>> No. >> Okay. >> I want to say we want to understand your management style. So, it covers everything, right? >> Okay. All right. So, I will look forward to getting that from you and I'll be ready
with that. Um, do you >> I'm just showing you what I Yeah. >> Yeah. I'm underlining stuff so you can see that. >> Mhm. >> Yeah. Just I just email it to
>> Yep. That's perfect. >> Okay. >> So, so, so this is this is this is what these are the changes I'm going to propose and we we're going to go with these, right, Bob? >> Correct. I I like >> Okay. Thank you. No, I'm I'm sorry. I'm sorry to slow the process down, but I just wanted to internalize like you know
Patty and I like we Patty spent a lot of time on these. Patty, are you comfortable with this? >> Sure. >> Yep. And that that that's directly from from the feedback that we got. So that's good. That's exactly what we wanted.
>> Okay. Thank you. >> Okay. Um next >> um wait a minute. I will share my screen, Bob, so you can get back on the same page as soon as I start. >> Okay. All right. Good. Hang on just one
second. Uh, >> no, I'm I'm I'm good. So, right now we're talking about next week's schedule, the next steps. So, >> um, we have, uh, >> you know, >> I Okay, so we're gonna have to talk about that
>> over in executive, right? Because the names associated. So, >> yep. >> Okay. So, >> so right now we will go back to the motion. Yep. >> Okay. I can read the motion. Right. So, now we we're going to move go to the executive session, right?
>> Correct. Are we are we comfortable with the schedule as as is? >> Uh, no. That's we are names involved with this. We need to go over and discuss. >> I think we're pretty well scheduled. Uh, we'll be able to do whatever we need to do in another regular session meeting. So, we're we're all good for right now. >> Let's just move on.
>> Okay. So move that the RMLD general manager search committee go into executive session to consider or interview applicants for employment or appointment by a preliminary screening committee if the chair declares that an
open meeting will have a detrimental effect in obtaining qualified applicants and to return to regular session for the sole purpose of adjournment. Roll call vote required. >> Yeah. Sony I and and Bob you you you seconded it also. So
>> that's correct. Thank you. >> Perfect. Okay. Let's jump over to the executive. All right. See you then. >> Okay. >> Recording stopped.