Rules of order THE EDITOR, Sir: SOME YEARS ago a certain board chairman told me, "You have too much influence on the board." Here is how I achieved that without having any such intention: I always spoke and acted in what I honestly thought was in the best interest of the organisation. I attended meetings with an open but not empty mind. Before meetings I studied matters to be discussed (and which needed to be discussed), considering many possible solutions and the advantages and disadvantages of each. I was never too anxious to speak. I listened to others first. If someone else's proposals sounded better than all of mine I would support that proposal and keep my inferior proposals to myself. But if, after all the talking, one of my possible solutions seemed to be better, I would present it. People who cannot cook know good cooking when they taste it. People who cannot sew recognise good sewing when they see it. Similarly, even people who cannot plan recognise a good plan when they hear it. And when they see people proposing and insisting on what seem inferior they begin to doubt their ability and/or sincerity. I am, etc., CLEMENT CLEMENTSON Harewood P.O. St. Catherine
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