Robert’s Rules of Order: Simplified for tribal councils and Native boards

What are the basics of Robert’s Rules of Order?

Robert’s Rules of Order provides a framework for orderly discussion and decision-making. At its core, the system helps meetings move forward productively while protecting everyone’s right to participate. It defines when people can speak, how decisions get made and what to do when there’s disagreement.

These rules aren’t meant to silence people or rush decisions. Instead, they create a predictable structure so everyone knows what to expect. When someone makes a motion — a formal proposal — others know they’ll have the chance to discuss it, suggest changes and vote. That predictability helps prevent circular arguments or one person dominating the conversation.

Key terms for those new to Robert’s Rules include:

• Motion – a formal proposal for the group to consider
• Second – agreement to begin discussing a motion
• Chair – the person leading the meeting
• Quorum – the minimum number of members required to make decisions
• Amendment – a proposed change to a motion

Most importantly, the goal is collective decision-making, not individual victory. Meetings work best when everyone understands the purpose is to serve the community and the seventh generation, not to win arguments.

How do you run a meeting using Robert’s Rules?

A typical meeting follows a predictable flow, based around the “order of business.” It usually begins with the Chair recognizing there's a quorum and calling the meeting to order, followed by reviewing and approving the previous meeting’s minutes. Then come reports, any unfinished business, new business and finally adjournment.

The Chair plays a central role — not as a dictator, but as a servant leader who ensures everyone is heard and discussion stays on track. Strong Chairs often draw on traditional leadership traits like humility, patience, listening and consensus building. The Secretary supports the meeting by documenting actions and decisions.

Everyone has responsibilities:

• Chair – guides the agenda, keeps order, ensures fair discussion
• Secretary – records motions, decisions and key discussion points
• Members – participate by making motions, asking questions and voting

For Native organizations, this structure can be adapted to honor cultural protocols. Many meetings begin with a prayer, smudging or other cultural opening. Some include speaking circles, storytelling or dedicated time for elder input. Others recognize veterans or invite tribal youth to present. These practices aren’t just ceremonial — they reflect values of respect, community and cultural continuity.

Robert’s Rules should enhance your cultural practices, not replace them. The key is to maintain enough structure to support respectful participation while allowing communication styles that feel natural.

People are often surprised to learn that Robert's Rules provides procedure for temporarily suspending the rules. Some tribal assemblies leverage this to allow open dialogue, then bring the rules back when it’s time to act or when the discussion becomes unruly. That hybrid approach supports consensus while still offering a way forward when decisions stall. Just remember that bylaws or constitutional provisions may not be suspended.

What are the four types of motions in a meeting?

Understanding the types of motions used in meetings helps participants follow the process and contribute more effectively. Most business in meetings involves main motions and amendments, but there are a few categories worth knowing:

• Main motions introduce new business.
• Example: “I move that we approve the annual budget.”
• Subsidiary motions modify or dispose of main motions. These include:
• Amending a motion: “I move to amend the motion by increasing the education budget by $10,000.”
• Postponing discussion: “I move to table this item until next month.”
• Ending debate: “I move the previous question.”
• Privileged motions address urgent issues that interrupt normal business.
• Example: “I move to take a five-minute recess.”
• Incidental motions deal with meeting procedure itself.
• Example: “Point of order” or “I appeal the decision of the Chair.”

Some also refer to a fifth group called “bring-back motions.” These allow a previously decided question to be reconsidered or reopened. For example, a member who voted on the prevailing side of a passed motion might later in the meeting move to reconsider that action if new concerns arise.

Most of the business in meetings involves main motions and amendments. Don’t worry about memorizing every type. Focus on understanding that motions help structure discussion so everyone knows what they’re debating and voting on.

If you're new to Robert’s Rules, it helps to keep a simple reference on hand. A basic motions cheat sheet can be useful in meetings, especially when learning the different types. Some organizations create their own quick-reference guides.

The five core rules of parliamentary procedure; what they mean in practice

At its core, Robert’s Rules is a tool for promoting fair, democratic governance. That includes these five fundamental principles:

• Everyone gets a voice. All members have the right to speak and participate. The Chair should encourage quieter members and gently redirect those who speak too long.
• Majority rules, but the minority is protected. Decisions should reflect the will of the group without silencing opposing views.
• One motion at a time. Meetings stay focused when each topic is addressed separately.
• Debate must remain respectful. Address the issue, not the person. Say “I disagree with this proposal,” not “That’s a stupid idea.”
• Rules apply equally to all. No one gets special treatment, even the Chair. This can be especially tricky — and important — in tribal governance, where there may be cultural expectations to help our family. Applying the rules equally builds community trust.

Cultural considerations in Native meeting spaces

These five principles align naturally with traditional Indigenous governance values: respect for all voices, collective decision-making and treating each other with dignity. However, applying them requires thoughtfulness.

Many Native communities value indirect communication, and members may need more time to formulate thoughts before speaking. Elders often speak last, sharing wisdom after hearing others' perspectives. Some people prefer contributing through questions rather than statements or may feel more comfortable speaking after others have opened the discussion.

Good Chairs learn to read their community's communication style and adapt accordingly. They allow adequate time for consideration, recognizing when someone is preparing to speak and understanding that silence doesn't mean disengagement.

Many tribal assemblies incorporate ceremonial elements. These aren't simply a stylistic choice or a routine nod to tradition; they're carefully chosen to orient the group's mindset around the values that should guide meeting decisions.

Making a motion: What to say and when to say it

Motions are how decisions get made in meetings. When you make a motion, you're asking the group to take a specific action — to vote on something that moves the agenda forward.

To make a motion, say:

• “I move that we approve the budget.”
• “I move to create a communications subcommittee.”

Another member must second your motion before the group can discuss it. Seconding a motion doesn’t mean you agree. It just means you think the issue deserves discussion. If no one seconds the motion, the group moves on.

Once a motion has been seconded, the Chair opens the floor for discussion. Members can speak in favor or against the motion, ask questions or propose amendments. When the discussion has run its course, the Chair repeats the motion, asks for a vote and announces the outcome.

You can also:

• Amend a motion — suggest a change before voting
• Refer a motion — send it to a committee for more research or refinement
• Call the question — ask the group to stop discussion and move to a vote

Important: “Call the question” is often misused. What you may hear in meetings is someone shouting out “Question!” or “Call the question!” from their seat to mean “let’s stop talking and vote now.” But in Robert’s Rules, calling the question is actually a motion in itself and requires obtaining the floor. It must be seconded and usually requires a two-thirds vote because it cuts off discussion and takes away others’ right to speak.

The most common mistake, though, is making motions that are too vague. Instead of “I move that we do something about the housing problem,” say “I move that we form a housing committee to research funding options and report back in three months.” Specific motions lead to clearer decisions.

In some cases, you might want to withdraw your motion. If the Chair hasn’t stated it to the whole assembly first (or “put the question”), you can simply state that you want to withdraw it. If the question has already been put before the assembly, you’ll need to request permission to withdraw. Usually, the Chair will ask if anyone objects. If not, the motion is withdrawn. But if there are objections, there must be a formal vote on whether to withdraw it.

When a motion is complex, involves legal requirements or formal occasions or is used to create a historical record, it may be better to introduce it as a formal resolution (with whereas language) instead of a simple motion.

Handling conflict in meetings: Trauma-informed approaches

Meeting conflict often stems from deeper issues than procedural disagreements. People may interrupt because they fear their voice won't be heard otherwise. Someone might become defensive because criticism triggers past trauma. Others may struggle to express disagreement respectfully if they never learned those skills.

The Chair sets the tone by modeling respectful behavior and intervening early when tension rises. "Let's take a brief recess" can defuse heated moments. "I'm hearing strong feelings about this issue — let's make sure everyone gets heard" acknowledges emotion while redirecting toward productive discussion.

When someone becomes disruptive, address the behavior, not the person: "We need to return to our agreed-upon discussion format" rather than "You're being disrespectful." If problems persist, private conversations during breaks often work better than public confrontation.

Remember that for many people, meetings can trigger stress responses from historical trauma or personal experiences with hostile environments. Creating psychological safety — where people feel heard and respected even during disagreement — is essential for healthy governance.

Taking minutes and holding executive sessions

Two questions that often come up are, “What should our minutes include?” and “How do we use executive sessions properly?”

Minutes are the official record of what transpired in the meeting, and they belong to the tribe. While some Secretaries prefer to capture everything said and done in a meeting, we strongly recommend against it. Based on legal training and parliamentary experience, the better approach is to focus the minutes on documenting decisions.

Record motions exactly as made and voting results. Include key discussion points that provide context for future reference, but don't try to capture every word. This helps your assembly focus on following through on decisions and reduces legal liability that can arise from transcribing every word.

The Secretary typically takes minutes, though some organizations designate an administrative assistant or rotate the responsibility.

Executive sessions are another area where questions often come up. These are closed meetings for sensitive topics like personnel issues, legal matters or confidential business discussions.

To enter executive session, someone moves, “That we enter executive session to discuss [general topic, like 'personnel matter'].” Only specified people may remain, usually board members and perhaps legal counsel or key staff.

What happens in executive session stays confidential, though any decisions made there must be formally voted on in open session (unless dealing with truly confidential personnel matters). Executive sessions aren't for avoiding public accountability. They're for protecting privacy and enabling frank discussion of sensitive issues.

Why Native boards use Robert’s Rules and how to adapt them

Many tribal councils adopt Robert's Rules because they provide structure for complex decisions, such as budget approvals, policy development, hiring processes and legal compliance issues. When multiple people need to weigh in on complicated topics, some procedural framework prevents chaos and ensures thorough consideration.

Robert's Rules also help when training new council members who may be unfamiliar with formal meeting processes. Having clear expectations and procedures reduces anxiety and helps everyone participate more effectively. The rules create transparency about how decisions get made.

However, blind adherence to procedure can stifle the collaborative discussion that works well in many Native communities. We often hear from groups who want to use consensus, for example. We advise them to take advantage of the flexibility allowed under Robert’s Rules by suspending the rules (with majority vote) or using informal consideration for smaller groups or less contentious issues. If they find consensus is not working, they can reapply the rules when decisions stall. The goal is effective governance that serves the community.

Successful adaptation might mean allowing longer discussion periods, incorporating traditional opening ceremonies or modifying speaking order to honor cultural protocols. The key is maintaining the protective aspects of the rules — fairness, inclusion, respectful debate — while adapting the format to fit your community's values and communication styles.

Resources and downloads

For deeper learning, “Robert's Rules of Order Newly Revised, 12th Edition” is the authoritative source, though it's quite detailed. “Robert’s Rules of Order Newly Revised in Brief,” by the same authors, is more user-friendly and focuses just on the rules most often used in meetings.

The Official RONR Q&A Forums, though not tribally focused, is a useful place to post and view questions.

The National Association of Parliamentarians offers additional training resources, including national and district conferences, online courses, and study tools.

Some tribes, like the Cherokee Nation, post recordings of their council and committee meetings online. You can view them for examples of how other tribes use (or don’t use) Robert’s Rules. Remember to adhere to your tribe’s governing documents and be aware of your unique legal circumstances.