Club Resources and Information

Invocation and Pledge

2011-11-26T18:10:00.000-05:00

The meeting role of Invocation and Pledge.

With an invocation, be sensitive to the fact that in a club, members come from diverse religious, social and cultural backgrounds. Your role is to invoke, to bring into play, to start the meeting and bring everyone's attention to focus. Sharing a few inspiring, uplifting words or a quote relating to the meeting's theme is appropriate. Appreciation relating to the club mission or the critical success factors (e.g., “We are thankful for the opportunity today to improve our listening, thinking, speaking and leadership skills”) is always a good subject. The invocation is approximately 1 minute.

To lead the pledge of allegiance, start by saying, “Please stand and face the flag.” This gives everyone a moment to get ready. The 'Pledge of Allegiance to the Flag' reads as follows "I pledge allegiance to the flag of the United States of America, and to the Republic for which it stands: one Nation under God, indivisible, With Liberty and Justice for all." (If you are uncomfortable with any of the pledge, simply remain silent. Once you begin with “I pledge . . .” the group will continue.) When you finish ask everyone to "Please be seated."

Transfer control of the meeting to the President (or most senior officer present). Bring them to the lectern with their introduction or simply introduce them with, “Toastmaster _____________ (first and last name)."

Club Officer Roles and Leadership Rewards

2011-01-04T13:13:00.000-05:00

Club's elect officers for a six or twelve month term of office. In January or July the officers are recorded with Toastmasters International. Serving as an officer moves a member to the second tier in Toastmasters Leadership track, the Advanced Leader Bronze, ALB designation.

Advanced Leader Bronze, ALB requirements are:

Achieved CC award
Achieved CL award
Serve six months as a club officer, and while in the office:
Participate in preparing a 'Club Success Plan'
Participate in district sponsored club officer training program (Toastmasters Leadership Institute, TLI)
Conduct any two programs from the Successful Club Series and/or The Leadership Excellence Series.

Every club or group needs leaders. We are all leading others by and through our interpersonal relationships. Leading with intent and a clear focus has a positive effect on everyone involved. Just like learning better communication skills, leadership is a learned sequence of steps to a desired end. Congratulations to the clubs' officer team who will guide the club to new and greater possibilities by her or his participation in the club.

Club Officer Role Overview

2010-12-01T15:10:00.000-05:00

Here are the seven officer roles in a Toastmasters club. The responsibilities of the roles, how they work together and with club members is organized based on Parliamentary procedure and Roberts' Rules of Order. Serving as a club officer builds communication and leadership skills.

President serves as the club's chief executive officer, responsible for general operation of the club. Presides at club meetings and directs educational growth and leadership needs of the members. In cooperation with the executive team, establishes plans for club health and growth.
VP Education plans club meetings so that members achieve their personal goals. Schedules speeches, signs manuals, updates progress charts, reports achievements to Toastmasters International, and coordinates recognition of members. Coordinates with the club officer team.
VP Membership implements a continuous marketing effort to ensure the club maintains or exceeds a charter membership level of 20. Works to promote club membership and membership retention.
VP Public Relations implements a program to maintain a positive image of Toastmasters and the club. Promotes the club in the media, produces a club newsletter and promotes membership programs.
Secretary is responsible for all club records and correspondence. Custodian of the Club Constitution and Bylaws and all other official club documents.
Treasurer is responsible for management of the clubs' finances. Collects and sends dues to World Headquarters on time. Pays obligations, and develops and recommends a budget to the executive committee.
Sergeant at Arms sets up the room for the club meetings. Ensures equipment and supplies for the meeting are in good standing. Coordinates special equipment set-ups. Greets members and guests at meetings.

The Immediate Past President provides guidance and serves as a resource to officers and members. Toastmasters provides manuals and training for all of the officers' roles. Serving as a club officer also fulfills a requirement for the Advanced Leader Bronze award.

Transferring Meeting Control Using Introductions

2010-09-07T11:44:00.005-04:00

Introducing the next person to take the lectern is a courtesy of good meeting protocol. The three meeting leaders, Toastmaster, Table Topics Master and General Evaluator are responsible for most of the control transferring in meetings. Each leader should identify the purpose of the meeting segment they are leading and manage the flow of participants in that segment. This is done with introductions to bring members up to the lectern to present, and a “thank-you” as control returns to the meeting leader. Even meeting leaders need introductions to assist the person who is bringing them to the lectern.

Speakers with an introduction for the meeting leader to bring them up to the lectern demonstrate they are prepared. An introduction is often a brief bio with background or experience relevant to the task to be performed. The introduction could include the speaker’s name, relevant background, the speaker’s task or subject, and again, the name of the speaker coming to take control of the lectern and the meeting.

Here is a Basic Introduction format for a speech evaluator:

“(Evaluator’s full name) has been in Toastmasters (# of months, years, # of speech projects completed, or TM designation). (Evaluator’s first name) finds that feedback is a valuable tool, allowing speaker’s to create positive change and growth. In the evaluation of “(speaker’s full name),” (Evaluator’s first name) will share his/her reactions to (speaker’s first name) presentation. Please welcome (Evaluator’s full name)."

This is simply a suggestion; tailor your introductions to fit you. For roles other than prepared speech projects try to keep your introduction to less than 30 or 40 seconds, your speaking is the focus not your introduction.

Membership in Toastmasters clubs often varies with new members coming and other members taking leave. Another benefit of introducing everyone is that it develops awareness and facilitates your club’s interpersonal connections. Having a computer printed bio sheet and/or a prepared introduction for your meeting role facilitates clear and effective meetings. Create a few bios and introductions to have with you wherever you go and you will become a welcomed and popular speaker.

The Meeting Role of "Timer"

2010-07-28T10:32:00.005-04:00

The Timer monitors and supports the clubs time management. In a meeting, the Timer operates a stopwatch and a light signal box with three lights: GREEN, YELLOW and RED. The three meeting leaders need to keep the meeting on schedule; and the prepared speakers, table topics speakers and evaluators need to be aware of speaking times. Effective meetings start and end on time.

A stopwatch indicating minutes and seconds times the presentations. Keep a record of speaker’s names and time amounts used. Speaking times are reported at the end of each meeting segment. The club then votes for the "Best" and awards ribbons. However, speaking 31 seconds or more under, or 31 seconds or more over the targeted time disqualifies a speaker for awards.

The light signal box is electrical and plugs into a standard outlet. The lights operate one at a time by individual switches. Test the lights and demonstrate them when describing the Timer's duties so everyone understands and can see how the lights work.

Speakers

2 minutes of requested time remaining, the GREEN light is turned on and remains on until
1 minute remains, the YELLOW light is switched on and remains on until
the full requested time is reached, the RED light goes on and remains on until the speaker concludes

Table Topic Speakers (for a 1 to 2 minute Table Topic target, as in Contest Competition)

GREEN light is turned on at 1 minute
YELLOW light is turned on at 1 minute and 30 seconds
RED light goes at 2 minutes and remains on until the speaker has concluded

Evaluators

GREEN light is switched on at 2 minutes
YELLOW light at 2 minutes and 30 seconds
RED light goes at 3 minutes and remains on until the speaker has concluded

If a project requires special timing cues, arrange this prior to the meeting with the Timer and the Toastmaster to facilitate smooth flowing meetings.

More information on the meeting role of Timer is available on pages 65-66 of the Competent Communicator manual and pages 24-26 of the Competent Leadership manual.

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Club New Member Induction Ceremony

2010-07-02T14:01:00.002-04:00

New members are voted into a club by the current members. Clubs have an issued charter as a sub-set of the larger Toastmasters organization. Therefore, we follow official procedures and protocol. New members are brought into clubs using a modified version of a Roberts Rules of Order induction ceremony. The new members make a commitment to the club and the existing members make a commitment to the new members. It is a fun ceremony where everyone is recognized and acknowledged. Some clubs give new members Toastmasters pins signifying membership.

Club Sergeant At Arms' Duties

2010-06-27T07:26:00.000-04:00

Arrive early for each meeting and set up the room placement with the following:

Flag, Banner, Timing Lights and Stop Watch
Lectern and Gavel, Ballots, Ribbons and/or Awards
Speaker and Functionary Name Cards, and any other items required by Club for meetings
Begin meeting on time by giving a single rap of the gavel
Briefly and energetically introduce the member giving the Invocation and Pledge

Inform Treasurer of materials needed by the Club to support orderly flow of the meeting
Attend all officer meetings and training programs
Prepare successor for office

Club Secretary's Duties

2010-06-27T06:07:00.001-04:00

Maintain Club records in appropriate files, these include records of:

Club meetings, Business meetings
Individual achievements such as CC, ACB, CL, etc.
Winners of best speech, best evaluator and best table topics at each meeting
Winners and runners up for speech contests

Notify Newsletter Editor and Web Master of all individual achievements and winners
Attend all officer meetings and training programs
Prepare your successor for office

Club Vice President of Education Duties

2010-06-27T05:46:00.000-04:00

Plan weekly meeting role schedule, include slots for Ice Breakers, new member inductions, business meetings, and contests
Publish meeting role schedule for members to plan participation - Schedule roles from three weeks to three months in advance - Follow-up with members to ensure they are achieving their goals
Assign a mentor to each new member
Sign speaker’s communication and leadership manuals as they accomplish projects
Order all necessary educational materials and plan club contests. Order contest trophies in conjunction with District guidelines
Chart members’ progress to track the Club’s progress in the Distinguished Club program
Maintain club copies of the Better Speaker Series and the Successful Club Series, plan to have six speeches from each of these programs every year
Stand in for club President in case of absence
Attend all officer meetings and training programs
Prepare successor for office

The Grammarian's Role & Report Form

2010-06-27T05:17:00.000-04:00

Prior to the meeting:

Confirm meeting role with the Toastmaster and/or General Evaluator.
Select a “Word of the Day” or, if words are pre-selected, familiarize yourself with the meaning and usage. The purpose is to help increase our vocabulary. Look for words that will fit into normal conversation.
Print the word, its part of speech and a brief definition, in letters large enough to see from the back of the room. Alternately, make a few copies to display around the room.
Prepare a sentence showing how the word is used.
Be prepared to explain the duties of the Grammarian.

Upon arrival at the meeting:

Display the “Word of the Day” at the front of the room or around the room as appropriate.

During the meeting:

Listen carefully to word usage.
Write down any awkward use or misuse of the English language, including sentences that are incomplete or change direction in midstream, and the names of the persons who said it (excluding non-Toastmaster guests).
Write down any creative use of English or descriptive language that enhances a speech, and the names of the persons (including any non-Toastmaster guests) using it.
Record the members who used the “Word” or any derivative of the word for your report.
When called on by the General Evaluator, give a report from your notes. When pointing out errors, offer a correct usage.
The report should take no more than 1 minute. Your duty is to provide a report, not to give a speech or an evaluation.

A Grammarian's Report Form is shown here and is also printable from this link.

Creating An Introduction

2010-05-17T21:00:00.001-04:00

From Toastmasters International "The Better Speaker Series"

This presentation focuses on the need for effective speech introductions and how to create them. The script/outline for this presentation is part of the club's ongoing educational program and is available in the club's educational materials library or from Toastmasters International. Ask your Vice President of Education about presenting this program to the club as part of the Advanced Leadership Bronze designation.

Conversing With Ease

2010-05-16T14:42:00.003-04:00

Interpersonal Communication - Advanced Communication Manual

Project #1 – "Conversing With Ease" Objectives:

Identify techniques to use in conversing with strangers.
Recognize different levels of conversation.
Initiate a conversation with a stranger.
Use open-ended questions to solicit information for further conversation.
Time 10-14 minutes

The Successful Negotiator

2010-05-16T14:40:00.003-04:00

Interpersonal Communication - Advanced Communication Manual

Project #2 – "The Successful Negotiator" Objectives:

Employ win/win negotiating strategies to achieve your goals.
Enjoy the benefits of win/win negotiating.
Time 10-14 minutes

Diffusing Verbal Criticism

2010-05-16T14:36:00.002-04:00

Interpersonal Communication - Advanced Communication Manual Project #3 – "Diffusing Verbal Criticism" Objectives:
Respond non-defensively to verbal criticism.
Employ a five-step method to identify the problem, diffuse the attack and arrive at a solution.
Time 10-14 minutes

The Coach

2010-05-16T14:35:00.002-04:00

Interpersonal Communication - Advanced Communication Manual

Project #4 – "The Coach" Objectives:

Determine reasons for someone’s substandard performance.
Coach the person to improved performance.
Time 10-14 minutes

Asserting Yourself Effectively

2010-05-16T14:34:00.001-04:00

Interpersonal Communication - Advanced Communication Manual

Project #5 – "Asserting Yourself Effectively" Objectives:

Enjoy the mental and physical benefits of being assertive.
Employ the four-step method for addressing a problem and asking for help.
Overcome resistance to your requests.
Time 10-14 minutes

The Ice Breaker

2010-05-06T09:15:00.000-04:00

Competent Communication Manual project # 1 "The Ice Breaker" Objectives:

To begin speaking before an audience.
To discover speaking skills you already have and skills that need some attention
Time 4-6 minutes

Organize Your Speech

2010-05-05T09:20:00.000-04:00

Competent Communication Manual project # 2 "Organize Your Speech" Objectives:

Select an appropriate outline which allows listeners to easily follow and understand your speech.
Make your message clear, with supporting material directly contributing to that message.
Use appropriate transitions when moving from one idea to another.
Create a strong opening and conclusion.
Time 5-7 minutes

Get To The Point

2010-05-04T09:23:00.000-04:00

Competent Communication Manual project # 3 "Get To The Point" Objectives:

Select a speech topic and determine its general and specific purposes.
Organize the speech in a manner that best achieves those purposes.
Ensure the beginning, body and conclusion reinforce the purposes.
Project sincerity and conviction and control any nervousness you may feel.
Strive not to use notes.
Time – 5-7 minutes

How To Say It

2010-05-03T09:28:00.000-04:00

Competent Communication Manual project # 4 "How To Say It" Objectives:

Select the right words and sentence structure to communicate your ideas clearly, accurately and vividly.
Use rhetorical devices to enhance and emphasize ideas.
Eliminate jargon and unnecessary words. Use correct grammar.
Time – 5-7 minutes

Your Body Speaks

2010-05-02T09:29:00.000-04:00

Competent Communication Manual project # 5 "Your Body Speaks" Objectives:

Use stance, movement, gestures, facial expressions and eye contact to express your message and achieve your speech’s purpose.
Make your body language smooth and natural.
Time – 5-7 minutes

Vocal Variety

2010-05-01T09:32:00.001-04:00

Competent Communication Manual project # 6 "Vocal Variety" Objectives:

Use voice volume, pitch, rate and quality to reflect and add meaning and interest to your message.
Use pauses to enhance your message.
Use vocal variety smoothly and naturally.
Time – 5-7 minutes

Research Your Topic

2010-04-30T09:34:00.000-04:00

Competent Communication Manual project # 7 "Research Your Topic" Objectives:

Collect information about your topic from numerous sources.
Carefully support your points and opinions with specific facts, examples and illustrations gathered through research.
Time – 5-7 minutes

Get Comfortable With Visual Aids

2010-04-29T09:36:00.000-04:00

Competent Communication Manual project # 8 "Get Comfortable With Visual Aids" Objectives:

Select visual aids that are appropriate for your message and the audience.
Use visual aids correctly with ease and confidence.
Time – 5-7 minutes

Persuade With Power

2010-04-28T09:38:00.000-04:00

Competent Communication Manual project # 9 "Persuade With Power" Objectives:

Persuade listeners to adopt your viewpoint or ideas or to take some action.
Appeal to the audience’s interests.
Use logic and emotion to support your position.
Avoid using notes.
Time – 5-7 minutes

Inspire Your Audience

2010-04-27T09:40:00.000-04:00

Competent Communication Manual project # 10 "Inspire Your Audience" Objectives:

To inspire the audience by appealing to noble motives and challenging the audience to achieve a higher level of beliefs or achievement.
Appeal to the audience’s needs and emotions, using stories, anecdotes and quotes to add drama
Avoid using notes.
Time – 8-10 minutes

The Discussion Leader - Advanced Communication Series

2010-03-06T18:04:00.000-05:00

In other advanced manual projects, you stand alone before your club and deliver different kinds of single speeches. The presentations from this manual are not lectern speeches. They will teach four different methods of how to lead a group of people in discussions.

The importance in developing skill as a discussion leader cannot be overestimated. There will be occasions at your employment, at school or civic functions, and among a gathering of friends or family when you will be called upon to preside over a group meeting.

The experience you derive from this manual will also increase your sensitivity in group behavior and awareness and your skill in dealing with group dynamics.

This manual has been designed for every Toastmaster and will find application in any discussion situation.

Small discussions groups form for many purposes:

People who feel a common concern about a problem use groups to devise a solution or to take some action about that problem.
Groups are used to bring together people of various professional capabilities to investigate a problem and propose solutions to an individual with the power to implement them.
Regularly designated legislative and decision-making groups deal with public issues.
Groups are used by established organizations, companies and schools to deal with problems as they arise.

So there is a real need for discussion leaders!

Joke Master Role

2009-10-13T22:00:00.003-04:00

Purpose

Humor is a critical part of communication skills. How effective is constructive criticism without humor? Can you laugh at yourself? Appropriate, well-timed humor adds greatly to the Toastmasters experience.
The Toastmaster of the day will call on you as the Joke Master to give a joke. The joke can be a one-liner, a "groaner", or a pleasant short story that leaves the members feeling good. You do not need to find the funniest joke ever told, nor do you need to deliver a joke so perfectly that the members are literally rolling on the floor laughing.
It's all about practice. Practice your delivery. Practice the timing. Smile. Plan a pause to accommodate for audience reaction or laughter. Most importantly, have fun with this meeting role!

Before the Meeting

Prepare a brief explanation of the role for the benefit of new members and guests.
Select suitable material for the joke master session and prepare a short speech. (Time slot: 3 minutes).
Practice your joke so you can use your skills in vocal variety and body language to enhance the story and punch line.
Ensures that any resources required will be available (eg a flip chart).
Choosing the Best Joke
Present clean, concise, appropriate jokes
Can be joke, anecdote, or personal humorous story
Be dramatic: act out the part enthusiastically
Have fun!
Tie the joke into the meeting's theme
Avoid racial, sexist or otherwise offensive jokes. Jokes on religion and politics should also be avoided. As Toastmasters, we need to be aware of the feelings of our fellow members and be sensitive to them. If you are in doubt, get another joke.

During the Meeting

Explains the role of the joke master when called upon.
From your seat, delivers the prepared material in an amusing way.

After the Meeting

Give your Joke (if written) to the Secretary to be placed with the meeting minutes.

Resources
AJokeADay.com
Yahoo!Jokes Directory (http://dir.yahoo.com/Entertainment/Humor/Jokes/)
Humormall.com

Competent Leadership Manual

2009-10-07T08:04:00.002-04:00

10 Required Projects with an Overview of the Meeting Roles

Project 1: page 9 Listening and Leadership (3 of 4)
Speech Evaluator, Table Topics Speaker, Ah-Counter, Grammarian

Project 2: page 14 Critical Thinking (2 of 3)
Speech Evaluator, Grammarian, General Evaluator

Project 3: page 19 Giving Feedback (3 of 3)
Speech Evaluator, Grammarian, General Evaluator

Project 4: page 24 Time Management (Timer and 1 of 4)
Timer, Toastmaster, Speaker, Grammarian, Topicsmaster

Project 5: page 30 Planning and Implementation (3 of 4)
Speaker, General Evaluator, Toastmaster, Topicsmaster

Project 6: page 35 Organizing/Delegating (1 of 4, to Organize a club...)
Speech Contest, Special Event, Membership Campaign, Public Relations Campaign, Newsletter, Webmaster

Project 7: page 41 Developing Your Facilitation Skills (2 of 4)
Toastmaster, General Evaluator, Topicsmaster, Befriend a Guest

Project 8: page 48 Motivating People (3 of 5, but #1 OR #2 required)
1) Membership Campaign/Contest Chair, 2) Public Relations Campaign Chair, Toastmaster, Speech Evaluator, General Evaluator

Project 9: page 54 Mentoring (1 of 3, to Mentor a…)
New Member, Existing Member, High Performance Leadership Project

Project 10: page 59 Team Building (2 of 2, or 1 of the roles in Project 6)
Toastmaster, General Evaluator

Project Matrix on page 76, this posting compiled by Denise W

Pilot A Panel, Discussion Leader - Part 8

2009-05-04T11:23:00.001-04:00

Evaluation Guide for "Pilot A Panel"

Note to the Evaluator: The purpose of this project was for the group leader to select panelists and moderate a panel discussion. The information should be adequately divided among the panelists so that no overlap of information occurs. The moderator should give evidence that he or she has carefully limited the scope of the topic for presentation to be managed within the 30-40 minute time period. In addition to your oral evaluation, please write answers to the questions below.

· In opening the session, did the moderator clearly explain the topic for discussion in terms of a stated problem?
· Did the moderator define the common goals or purpose of the panel?
· Did the moderator introduce each panelist and his or her topic for presentation?
· Did the moderator limit the speaking time of each panelist from five to seven minutes?
· Did the moderator repeat questions from the audience and limit panelist's responses to two minutes?
· In closing, did the moderator thank the panelists and the audience?
· As evaluator, call for a discussion of the points and suggestions for improvement.

Pilot A Panel, Discussion Leader - Part 7

2009-05-04T11:22:00.004-04:00

Your Project Speech

For this project, select a problem for a panel discussion. Consider a problem of importance to you from one to four areas: personal problems, educational problems, political and social problems, and business and organizational problems. You may wish to talk about the vital goals of safety, survival, or behavior, motivation, and social relationships. State the problem as a question. For example, "How can we change the law to deal effectively with crimes committed by juveniles?"

Select not less than three panelists for the presentation. Whatever problem is agreed upon, your participants should be knowledgeable about the subject. This will require that you and your panelists prepare for the presentation at least a week in advance.

Determine with each panelist what information he or she will present. Discuss what the others will cover so that repetitions are avoided. Moderate the panel according to the steps described in this unit.
Allow three minutes for your introduction of the subject.
1. Allow one minute for the introduction of each panelist.
2. Allow each panelist five to seven minutes for his or her presentation.
3. Allow two minutes for your summary.
4. Allow five minutes for questions from the audience. Repeat each question. Allow a maximum of a two minute response per question from each panelist.
5. Thank the panelists and audience and close the session.

Pilot A Panel, Discussion Leader - Part 6

2009-05-04T11:21:00.002-04:00

Moderating The Discussion

The day has arrived. There is a large expectant audience. Much is at stake depending on the information to be considered. You seat the panel members at the front of the audience or head of the table with their name cards, large white tent cards with names printed in bold, easily seen by the audience. You begin the meeting by making a brief statement that explains what the session is about. You state the problem for discussion, and then explain how the meeting will proceed:
· Introduction of each panelist and his or her topic for presentation. In handling the introduction of another speaker, remember your purpose is to highlight that individual. You accomplish this by explaining who the speaker is and why he or she is addressing the subject to that audience. Follow the formula of why this speaker? Why this subject? Why this audience? Why this time? Each panelist is introduced prior to speaking and is allowed a specific time limit. It is your responsibility to signal the speaker when time is up.
· After the panelists have spoken, you present a summary of the points discussed and conclusions.
· Conduct a question / answer session. Open the panel to questions from the audience. You can prompt and guide the audience by stating that the first panelist will now answer questions of concern to his or her presentation and field of authority. Warn the panelist of the time limit for response and repeat the question so it is audible to everyone. After the questions and responses are completed for the first panelist, follow this same pattern for the others.
A second way to open the panel to questions is to invite the audience by asking them, "Is there any information you've just heard that you would like further clarified by a member of the panel?" Or, "The panel is now open to questions. Any member of the audience wishing to address the panel, please raise your hand to be recognized. I will call upon you individually and direct your question to the appropriate panel member."

Remember to repeat the question for the benefit of both the panelists and the audience. Allow only two or three minutes for any one panelist to respond to a particular question.
· Close the session thanking the panel members and the audience for their contributions.

Pilot A Panel, Discussion Leader - Part 5

2009-05-04T11:20:00.004-04:00

Outlining The Points To Be Covered

You have selected the panelists based on their knowledge and expertise, which allows for a division of the subject according to their corresponding fields of authority. You discuss with each individual the nature of the information to be presented and insure that each knows what the others will cover.

For example: The public relations representative will explain the nature of the products manufactured by his company, architectural design of the plant, how much and what sources of power will be required to run and maintain it, how pollution control will be managed, and what the employment opportunities will be. The tax commissioner will report on the nature of the revenue and how it would be employed depending on whether commercial, residential, or a combination development is adopted. The planning commissioner will report on effects of zoning and influence on property values. The city council member will present community opinion and will report on environmental impact for each development plan.

Pilot A Panel, Discussion Leader - Part 4

2009-05-04T11:19:00.001-04:00

Selecting The Panelists

Looking at the scope and importance of the subject, you decide that to explore the problem of commercial and residential development comprehensively, you will need four panelists who are knowledgeable about existing development proposals, local tax revenue levels, urban planning and community opinion. Your selections are a public relations representative for a major manufacturing corporation desiring to construct a plant utilizing two hundred acres of the land; the local tax commissioner; the local planning commissioner; and a resident of the community who is on the city council and is an authority in the field of environmental impact.

Pilot A Panel, Discussion Leader - Part 3

2009-05-04T11:18:00.001-04:00

Methods For Defining A Problem

In narrowing the focus of a problem or question for discussion, you will find it helpful to determine what kind of a problem it is according to the following categories:
· Problems of fact refer to questions of truth and falsity. The kinds of information you will consider are factual statements that can be verified and tested. Proven facts, including statistics, provide good supporting material in arriving at a conclusion. "What manner of development will generate more tax revenue for the local community?" is an example of a problem of fact.
Remember to interpret and clarify facts so that the group reaches a common level of understanding. If you choose to discuss a question of fact, you may be able to correct errors and distortions held by the group.
· Problems of value concern the attitudes you hold and the judgments you make. Discussion of questions of value rely on facts to support the position you may take toward solving a particular problem. "In terms of environmental impact, is it more beneficial to develop the land as a park and natural wildlife refuge?" is a question of value.
· Problems of policy require that you decide what procedure to use or what action to take to achieve some goal. Given this kind of problem, you and your group will encounter wide points of view in considering alternative choices. "By what plan can the local community maintain high property values while encouraging the proximity of commercial development?" is an example of question of policy.

Pilot A Panel, Discussion Leader - Part 2

2009-05-04T11:17:00.002-04:00

Focusing The Problem

Knowing that you are a Toastmaster, a member of your local city council has called you and asked if you will organize and lead a panel discussion to illuminate the problem of combined residential and commercial zoning on one thousand acres of prime land recently sold for development. How will you go about it? What steps will you take? What are your responsibilities as a panel discussion leader?

In this hypothetical case, the subject for your and your panel has been predetermined. A topic of particular importance calls for investigation. You receive the assignment in broad general terms. To make it manageable, you find that you must narrow the scope of the problem or define what kind of problem it actually is. Your question cannot be so general that you cannot adequately cover the points of your topic in the allotted time. As moderator, you focus the discussion on particular aspects of that topic such as,
· "What manner of development will generate more tax revenue for the local community?"
· "In terms of environmental impact, is it more beneficial to develop the land as a park and natural wildlife refuge?"
· "By what plan can the local community maintain high property values while encouraging the proximity of commercial development?"

Pilot A Panel, Discussion Leader - Part 1

2009-05-04T11:15:00.003-04:00

A panel discussion is a method of informing a group regarding a subject that is presented by a smaller group. This small group, or panel, is generally made up of people who have knowledge and experience about the subject under discussion and are able to approach the topic with some authority.

A panel discussion adds variety and helps to get more members on a program. It appeals to a wider interest in that the audience may readily relate to a particular point covered by any one of the panelists. For example, a panel of four members is presenting a discussion on the problems of maintaining employee morale. Representing four different sectors of the marketplace, the panelists are a personnel manager from a major corporation, the foreman of an assembly line, the supervisor of a government office, and an administrative secretary in a large research firm.

The 'Backward Meeting' Format

2009-03-31T12:07:00.005-04:00

A 'Backward Meeting' is a great way for Toastmasters members to build skills. Both challenging and entertaining this unusual theme meeting achieves several goals. Listening, thinking and speaking skills are all engaged. With a little advanced planning the meeting will run smoothly and be very entertaining. The backwards meeting room set-up is the same as a regular meeting. The meeting simply runs in reverse:

Adjournment & Awards: the president starts by adjourning the meeting, asking for guest comments, any special announcements, awarding of ribbons, and followed by reviewing next week's roles
Evaluation Segment: the general evaluator gives an overall evaluation of the meeting, the functionaries give reports, evaluators give evaluations of manual speeches (speech title will be written in the evaluators guide) based on project objectives, the general evaluator explains the purpose of evaluations, and finally the introduction of general evaluator
Table Topic Segment: selected members will deliver oral responses, table topic master will then give the topic or question, concluding with explaining the purpose of table topics, and the table topic master's introduction
Speech Segment: Speeches are given from manuals (speech title written in the evaluation page for the evaluators)
Functionaries: give the explanation of his or her meeting role
Educational Focus: a point from the Communication or Leadership manuals or Successful Club Series or Better Speaker Series is expounded
Meeting: toastmaster expands the meeting theme, followed by toastmaster being introduced
Business Segment: president has guests introduce themselves, club business items are processed
Pledge-Invocation: in reverse order as the summary of the meeting
Call to Order: sergeant-at-arms calls the meeting to order and the meeting ends

Please Note: Every club meeting is a show. As a team, be prepared to think on your feet, keep a positive attitude and modify your roles were appropriate. Let's have fun and revisit the Backward Meeting regularly!

Develop Mentoring Relationships

2009-02-02T18:53:00.004-05:00

Develop and practice mentoring skills by serving as a mentor to others. You will find opportunities to share your experience with others in your club, at your job, in any group where you are involved. In areas where you want to improve, seek out someone who is succeeding and ask to be mentored to accelerate your skill building. It recognizes their accomplishment and is a sincere complement.

In your Toastmasters club ask the vice president education to assign you to serve as mentor for a new member working in the Competent Communication or Competent Leadership manual. Offer to mentor an experienced member working in the Advanced Communication program. As you fulfill your role, the "mentee" will observe you and give feedback on your leadership skills, writing comments on the evaluation guide at the end of the 'Mentoring' project in the Competent Leadership manual.

Ask the VPE if your mentee/evaluator will be able to give a verbal evaluation during a meeting. Some clubs may or may not be able to accommodate verbal evaluations of leadership projects during their meetings. If this is the case in your club and you would like a verbal evaluation, ask your mentee/evaluator beforehand to meet with you to provide one.

Mentoring is a 'win - win' relationship where both parties learn, grow and can benefit from each other's unique experiences.

Practice Mentoring In Your Club

2009-02-02T18:48:00.001-05:00

Determine your current mentoring skills
Identify the steps in being a good mentor
Practice mentoring skills in various roles

Your Toastmasters club offers the opportunity to develop and practice mentoring skills. The following roles involve mentoring:
Mentor for a new member. A mentor for a new member helps that member with the first three speech projects in the Competent Communication manual, with projects in the Competent Leadership manual, and to become familiar with the club, its operations and how to fill various meeting assignments.
Mentor for an existing member. A mentor for a more experienced member helps that person develop new skills or enhance existing ones. For example, a long-time club member may need assistance learning how to use humor in presentations.
Guidance committee member for someone who is working on a High Performance Leadership Program project. The High Performance Leadership program requires a member to serve as a leader for a project of his or her choice inside or outside of the Toastmasters environment. You can serve on the guidance committee for a member who is working on her project, providing feedback to the member as she works on the project.

How To Be A Good Mentor

2009-02-02T18:40:00.002-05:00

A mentor provides a positive, nurturing environment that benefits the other person. You can provide this environment by:

Offering opportunities for skill development. Provide special projects and assignments that will build new skills. Or refer the person to books or articles about that skill.
Helping the person recognize areas needing work. Often a gap exists between the person's existing skills and the skills needed to complete a project or to advance in a career. Draw attention to that gap, then let the person discover what he or she can do to close that gap.
Providing helpful advice. Offer ideas or information, when asked, that will enable the person to find a solution: "It might be useful to look at the data from last year."
Being a role model. We all listen to people we respect and admire. Know that people will watch you to see how you handle difficult or challenging situations.
Encouraging people to think for themselves. Don't solve your protege's problems for him. Instead, encourage him to find possible solutions himself. "You have several options. Which one do you think is best?"

Characteristics Of Mentors

2009-02-02T17:29:00.003-05:00

Effective mentors possess certain characteristics. A good mentor is:

Available. You must have time to spend with someone, observing him or her, listening carefully and offering guidance.
Patient. People learn at varying speeds, and some need more guidance than others. It's important that you are willing to provide whatever it takes to help.
Sensitive. Tact and diplomacy are vital. As a mentor, your role is to motivate and encourage.
Respectful. Everyone is different. A mentor respects the differences between herself and the other person.
Respected. A mentor is recognized and admired by peers, by others higher in rank and, in some situations, even by people outside the organization.
Flexible. Not everything happens according to plan. You must adapt and adjust to various situations and accept that your "student" may make decisions you don't agree with.
Knowledgeable. Before you can help someone else, you must be experienced and knowledgeable yourself.
Confident. You need to be self-assured and friendly.
A good listener. A mentor listens carefully. Often just listening, without taking on the other person's problem, can be of great help, because you enable the other person to articulate the problem and sort things out.
Concerned about others. You must care about other people and truly want to help them.

The Benefits of Mentoring

2009-02-02T17:19:00.004-05:00

Mentoring has several benefits:

It helps reduce turnover. Many people leave organizations because their careers are not developing as they had hoped. A mentor can be influential in helping such a person in his career and convincing him to stay. This is especially true in your Toastmasters club. New members who have mentors are more likely to participate and remain in the club.
It helps develop talent. Often an organization faces a shortage of qualified personnel. Mentors can be helpful in finding and training others to fill the void.
It helps develop leaders. Leaders should be grooming others to assume leadership positions. In your Toastmasters club, having more leaders means having a larger pool of qualified people available to share the responsibilities involved in running the club.

Evaluate Your Mentoring Skills

2009-02-02T17:06:00.005-05:00

Serving as a mentor is both a challenge and an opportunity for personal growth. How are your mentoring skills? Take the following test.

Possible Points: Always = 3, Sometimes = 2, Never = 1

I observe people to identify those with potential.
I am a good listener.
When people come to me with problems, I encourage them to think of and consider possible solutions.
I have the time necessary to help someone develop their skills.
I like to help others grow and advance in their careers.
I am sensitive to the needs of others and am tactful.

Scoring: add up the numbers.

17-18 points, congratulations, excellent mentoring skills!
12-16 points, skills need some attention.
11 points or less, it's time to make some improvements!

As you complete mentoring projects, take the test again to see your progress.

Mentors Are Leaders Building More Leaders

2009-02-02T16:54:00.004-05:00

A mentor recognizes an individual who has less experience and cultivates that person's potential and talents and helps him or her succeed. Leaders also are mentors. You can be a mentor by offering someone opportunities for skill development, helping the person recognize areas needing work, providing helpful advice, being a role model, and encouraging the person to think for himself or herself.

Today's business world is complex and demanding. Leaders need talented and experienced people to help with the challenges they face. Sometimes a leader simply hopes someone will come along with the necessary skills. But the most effective leaders try to develop such people themselves, seeking out those with potential and exposing them to experiences that will help develop their skills.

Such a relationship is called mentoring. A mentor recognizes an individual with less experience who has potential, cultivates their talents and helps that person succeed.

International Speech Contest Judging Criteria

2009-01-25T11:37:00.004-05:00

International Speech Judging Items and Suggested Point Values

- Content 50% -

- 20 Points - Speech Development is the way the speaker puts ideas together so the audience can understand them. The speech is structured around a purpose, and this structure must include an opening, body and conclusion. A good speech immediately engages the audience's attention and then moves forward toward a significant conclusion. The development of the speech structure is supported by relevant examples and illustrations, facts and figures, delivered with such smoothness that they blend into the framework of the speech to present the audience with a unified whole.

- 15 Points - Effectiveness is measured in part by the audience's reception of the speech, but a large part is your subjective judgment of how the speech came across. You should ask yourself such questions as "Was I able to determine the speaker's purpose?" "Did the speech relate directly to that purpose?" "Was the audience's interest held by the speaker?" "Was this speech subject appropriate for this particular audience?"

- 15 Points - Speech Value justifies the act of speaking. The speaker has a responsibility to say something meaningful and original to the audience. The listeners should feel the speaker has made a contribution to their thinking. The ideas should be important ones, although this does not preclude a humorous presentation of them.

- Delivery 30% -

- 10 Points - Physical presentation of a speech carries part of the responsibility for effective communication. The speaker’s appearance should reinforce the speech, whether profound, sad, humorous, instructional. Body language should support points through gestures, expressions and body positioning.

- 10 Points - Voice is the sound that carries the message. It should be flexible, moving from one pitch level to another for emphasis, and should have a variety of rate and volume. A good voice can be clearly heard and the words easily understood

- 10 Points - Manner is the indirect revelation of the speaker's real self as the speech is delivered. The speaker should speak with enthusiasm and assurance, showing interest in the audience and confidence in their reactions.

- Language 20% -

- 10 Points - Appropriateness of language refers to the choice of words that relate to the speech purpose and to the particular audience hearing the speech. Language should promote clear understanding of thoughts and should fit the occasion precisely.

- 10 Points - Correctness of language ensures that attention will be directed toward what the speaker says, not how it is said. Proper use of grammar and correct pronunciation will show that the speaker is the master of the words being used.

Total Score - 100 points possible

Contest Judge’s Code of Ethics

2009-01-25T10:37:00.004-05:00

Judges Code of Ethics

Judges will consciously avoid bias of any kind in selecting first, second and third place contestants. They will not consider any contestant’s club, area, division or district affiliation. Nor will they consider any contestant’s age, sex, race, creed, national origin, profession or political beliefs. They will demonstrate the utmost objectivity.
Judges will not time the speeches and will not consider the possibility of under-time or overtime when judging a contestant’s speech.
Judges will support by word and deed the contest rules and judging standards, refraining from public criticism of the contest and revealing scores and ranking only in accordance with official policy.

Table Topics Contest Judging

2009-01-25T10:12:00.007-05:00

This is what the judges will be listening for, looking at and paying attention to when you are responding to the Table Topic in the contest. The Table Topics Contest Judging items and suggested point values with 100 points being the maximum possible score are listed here.

Speech Development - 30 Points - is the way the speaker puts ideas together so the audience can understand them. The Table Topics response is structured around a purpose, and this structure must include an opening, body and conclusion. The response is supported by relevant examples and illustrations, facts and figures, if appropriate, and is delivered smoothly.

Effectiveness - 25 Points - is your subjective judgment of how the response came across. Were you able to determine the speaker’s purpose? Did the speech relate to the given question or topic? Was the response clearly and logically presented.

Physical - 15 Points - presentation of the response carries part of the responsibility for effective communication. The speaker’s appearance should reinforce her or his response. Body language should support points through gestures, expressions and body positioning. The speaker makes effective use of and stays within the designated speaking area.

Voice - 15 Points - is the sound that carries the message. It should be flexible, moving from one pitch level to another for emphasis, and should have a variety of rate and volume. A good voice can be clearly heard and the words easily understood.

Language - 15 Points - refers to the choice of words that relate to the response. Language should promote clear understanding of thoughts and should fit the occasion precisely. Proper use of grammar and correct pronunciation will show that the speaker is the master of the words being used.

Timer - Functionary Role in Club Meetings

2009-01-15T11:37:00.011-05:00

The function of Timer is to assist the meeting leaders in keeping the meeting on schedule; and to guide the prepared speakers, table topics speakers and evaluators to be aware of her or his speaking time. Speeches are given from manuals with designated times for each project. The Timer will get the time range of the presentation from the speakers before the meeting begins. The Timer monitors and supports the club in time management. Effective meetings start and end on time.

During a meeting, the Timer will operate a timing device and a light signal box with three lights: green, yellow and red. The Timer's Report Form is filled out during the meeting and turned in to the club archives at the end of the meeting.

Use the stopwatch to time the presentations, it indicates minutes and seconds. Keep a record of the speakers and the time amounts used. The Timer is called on to report these times to the club at the end of each meeting segment. The club votes for "Best" and gives award ribbons, however, speakers who speak under the requested time 30 or more seconds or 31 seconds over the requested time disqualify for ribbons.

The light signal box is electrical and operates by plugging into a standard electrical outlet. The lights operate one at a time by individual switches. Test the lights and demonstrate them when describing the Timer's duties so everyone understands and can see what you are describing.

Speakers

when 2 minutes of requested time remain, the GREEN light is turned on
when 1 minute remains, the YELLOW light is switched on
when the full time for the speech is reached the RED light goes on and remains on until the speaker has concluded

Table Topics (for 2 minute Table Topics)

GREEN light is turned on at 1 minute
YELLOW light is turned on at 1 minute and 30 seconds
RED light goes at 2 minutes and remains on until the speaker has concluded

Evaluators

GREEN light is switched on at 2 minutes
YELLOW light at 2 minutes and 30 seconds
RED light goes at 3 minutes and remains on until the speaker has concluded

If speakers speak longer than thirty seconds past their time, you may need to indicate that to the Toastmaster by a pre-arranged visual or audible signal. This can depend on the meeting environment and specific time requirements.

For more information on the functionary role of Timer see pages 65-66 of your Competent Communicator manual and pages 24-26 of your Competent Leadership manual.

Toastmaster of the Meeting - Checklist

2009-01-13T06:12:00.005-05:00

The main duties of the Toastmaster are to act as a host, to coordinate and conduct the meeting program. Use team-building skills to help those in meeting roles work together to make the meeting it's best.

Prior to the meeting:

Call the speakers for correct name pronunciation, project assignment, time, title of speech and introduction.
Note time requirements for each speech and the overall meeting schedule.
Call and verify the meeting roles of Invocation & Pledge, Table Topics Master and General Evaluator.
Remind the General Evaluator to call the Evaluators and Functionaries.
Prepare the meeting agenda and bring copies for all members and a few extra for guests.

During the meeting:

The Toastmaster sets the tone of the meeting, warms up the audience for speakers, welcomes speakers, and ensures the meeting runs in an organized manner.
After receiving control of the meeting, the Toastmaster makes opening comments to set the tone or theme for the meeting.
Toastmaster asks the Grammarian, Ah Counter, Timer and Vote Counter to explain the purpose and duties of each functionary role.
Briefly explains the purpose of the Prepared Speeches and asks the Evaluator to read the objectives for the project of the speaker he or she is evaluating.
Introduces the Speaker, including the speaker's name and speech title and begins the applause. Gives control of the lectern to the speaker by shaking his or her hand as he or she reaches the lectern. If you cross paths, go to the rear when you are leaving the lectern.
When the speech ends, stand and begin the applause, thank them and shake hands to accept control of the meeting. If you cross paths, go to the front when you are coming to the lectern.
Repeat the process for each speaker.
When all speeches are delivered, call for a Timer's report and ask the audience to vote for "Best Speaker."
Introduce the Table Topic Master, begin the applause and relinquish control of the lectern by shaking the Table Topic Master's hand as he or she reaches the lectern. If you cross paths, go to the rear when you are leaving the lectern.
When the Table Topics segment ends, stand, begin the applause, return to the lectern, accept control from Table Topic Master. If you cross paths, go to the front when you are coming to the lectern.
Repeat the introduction process for the General Evaluator. At this point, the Toastmaster has completed their meeting responsibilities.

After the meeting:

Stay to speak with members. Share feedback on any items or procedures from the meeting.

Competent Leadership Manual

2008-12-29T11:13:00.006-05:00

What makes a leader? A few of the qualities of leaders are that they are bold, risk-takers, planners, inspiring, courageous, listeners, decisive, visionaries, passionate, motivators, organizers and critical thinkers.

The 10 projects in the Competent Leadership manual offer the opportunity to learn some of these leadership skills and more. The Competent Leadership Project Matrix shows what meeting roles and or club roles fulfill project requirements in the Competent Leadership manual.

The Clubs' Seven Officers' Roles

2008-11-30T13:00:00.004-05:00

Serving as a club officer builds communication and leadership skills. There are seven officer roles in a Toastmasters club. The responsibilities of the roles, how they work together and with the members is organized based on Parliamentary procedure and Roberts' Rules of Order.
The President serves as the club's chief executive officer, responsible for general operation of the club. Presides at club meetings and directs educational growth and leadership needs of the members. In cooperation with the executive team, establishes plans for club health and growth.
The Vice President Education plans club meetings so that members achieve their personal goals. Schedules speeches, signs manuals, updates progress charts, reports to Toastmasters International, and coordinates recognition.
The Vice President Membership implements a continuous marketing effort to ensure the club maintains or exceeds a charter membership level of 20. Works to promote club membership and membership retention.
The Vice President Public Relations implements a program to maintain a positive image of Toastmasters and the club. Promotes the club in the media, produces a club newsletter and promotes membership programs.
The Secretary is responsible for all club records and correspondence. Custodian of the Club Constitution and Bylaws and all other official club documents.
The Treasurer is responsible for management of the clubs' finances. Collects and sends dues to World Headquarters on time. Pays obligations, and develops and recommends a budget to the executive committee.
The Sergeant at Arms sets up the room for the club meetings. Ensures equipment and supplies for the meeting are in good standing. Coordinates special equipment set-ups. Greets members and guests at meetings.
The Immediate Past President provides guidance and serves as a resource to officers and members. Chairs the nominating committee and promotes the club's efforts to become a distinguished club.
Toastmasters provides manuals and training for all of these executive committee officers' roles. Serving as a club officer also fulfills a requirement for the Advanced Leader Bronze award.

Build Skills in Team Building

2008-11-23T20:00:00.010-05:00

Leaders know that one person alone cannot achieve an organization's mission and goals; teams are the most effective means of accomplishing things. A team is a group of people who work together to accomplish a common goal. The team members share responsibility for the team's tasks and depend on one another to achieve them.

Teams offer great benefits. Team members have a variety of knowledge and skills useful in accomplishing the organization's goals. Teamwork often results in more creativity and greater productivity. As a leader, you benefit as well. With successful teams in place, you have more time to devote to leadership issues because you spend less time on day-to-day supervision and activities.

From Project 10 "Team Building" of the Competent Leadership Manual.

Your Leadership Role in Team Building

2008-11-23T19:55:00.007-05:00

A leader is judged by the work of his or her team. Working with teams means that you, as the team's leader, must focus less on what you can accomplish by yourself and more on how you can empower others. Our success depends on your ability to help team members visualize the future and share your passion for it. Then you must be able to share power with team members and allow them to direct their own work. You will be more successful when you let everyone contribute as much as they can. Your role is to inspire and allow team members to assume more responsibility, authority and autonomy.

From Project 10 "Team Building" of the Competent Leadership Manual.

Organizing Your Team in Team Building

2008-11-23T19:50:00.005-05:00

Building a team is challenging. Team members bust be carefully chosen and trained, and often they must change their attitudes and behaviors. The following six steps will help you organize your team as quickly as possible so its members can begin work.

From Project 10 "Team Building" of the Competent Leadership Manual.

1 - Select Team Members in Team Building

2008-11-23T19:45:00.006-05:00

Ideally, you want team members who already have the skills and knowledge needed to do the tasks at hand. Strive to select those who are competent and reliable. You should also look for people who are motivated, enthusiastic, hardworking and intelligent, and who work well with others. For example, if you will be chairing a public relations campaign for your club, you would try to select creative team members who have good speaking and writing skills, have experience working with the media, have the time to contribute and are enthusiastic about helping to promote the club.

From Project 10 "Team Building" of the Competent Leadership Manual.

2 - Review Goals in Team Building

2008-11-23T19:40:00.004-05:00

Discuss with the team the general goals they will be working toward and how these goals fit with the organizational goals. Then let the team set its own more specific goals. By explaining the organization's goals and how the team's efforts will help achieve these goals and allowing the team to participate in setting its own goals, team members are more likely to feel a sense of ownership about the tasks to be done. They will become committed to and be enthusiastic about their work.

From Project 10 "Team Building" of the Competent Leadership Manual.

3 - Establish Parameters in Team Building

2008-11-23T19:35:00.003-05:00

Agree on the rules and procedures the team will follow. How will team members communicate with one another and with you? For example, will you have daily or weekly meetings? Or verbal or written reports? How will problems be solved? Who has authority to make decisions?

From Project 10 "Team Building" of the Competent Leadership Manual.

4 - Develop A Plan in Team Building

2008-11-23T19:30:00.003-05:00

Work with the team to develop a realistic plan of action that will help them meet their goals. Assign roles and responsibilities. You and the team must identify the responsibilities of each team member. Make sure all responsibilities are addressed and that team members understand how their responsibilities relate to one another and to the team's goals.

From Project 10 "Team Building" of the Competent Leadership Manual.

5 - Establish Controls in Team Building

2008-11-23T19:25:00.003-05:00

Agree on how you will monitor the team's performance and how often you will do it. For example, will you rely on reports from various team members or on personal observation? Discuss the standards you expect the team to meet. Be clear on when you will give feedback on how well the team and its individual members meet these standards. Will you give feedback to each team member or just to his or her supervisor?

From Project 10 "Team Building" of the Competent Leadership Manual.

6 - Build Team Trust in Team Building

2008-11-23T19:20:00.003-05:00

Team members must be able to speak openly with one another and with you as equal members. Such open communication depends on trust. Trust develops as team members share experiences on the job, discover each other's weaknesses and strengths and demonstrate that they can be counted on to fulfill their responsibilities. Trust grows when members are truthful, open and willing to listen. Team members must show respect for one another and act consistently and with integrity. These behaviors promote loyalty and commitment to achieve the goals and objectives of the organization.

From Project 10 "Team Building" of the Competent Leadership Manual.

Train The Team in Team Building

2008-11-23T19:15:00.005-05:00

Careful selection of your team's members doesn't guarantee that they will begin working well together immediately. They may have difficulties at first. This doesn't mean you have failed, but it may mean the team needs training. If you have team members who have not worked in teams before, train them in teamwork concepts and give them the opportunity to practice skills, such as communication and conflict resolution. Perhaps they need training in solving problems, holding effective meetings, organizing or project management. By providing any needed training, you will help the team function more effectively and be successful.

From Project 10 "Team Building" of the Competent Leadership Manual.

Foster Communication for Team Building

2008-11-23T19:10:00.008-05:00

As mentioned earlier, communication is important to any team effort. Team members must feel comfortable openly discussing issues and asking questions, because this is how a collaborative and trusting environment is established. Open communication between you and the team members, and among the team members themselves, results in high morale, pride, willingness to take risks and willingness to change. It also will help the team to resolve disagreements.

You can help foster communication by holding regular meetings and even social activities that will allow members to interact and bond.

From Project 10 "Team Building" of the Competent Leadership Manual.

Your Changing Team Building Role

2008-11-23T19:05:00.005-05:00

As the team grows and matures your role, as a leader will change too. Initially you will be deeply involved in forming the team and closely supervising its work. As team members settle into their roles, your role will become that of problem-solver and facilitator, then coach. Eventually, your role will primarily be that of monitor, tracking the team's performance and recognizing achievement.

From Project 10 "Team Building" of the Competent Leadership Manual.

Practice Team Building In Your Club

2008-11-23T19:00:00.003-05:00

Your Toastmasters club offers the opportunity to develop and practice team-building skills. The following roles involve team building: Toastmaster, General Evaluator, Club Membership Campaign, Contest Chairman, Club Public Relations Campaign Chairman, Club Speech Contest Chairman, Club Special Event Chairman, Club Newsletter Editor, and Club Webmaster.

From Project 10 "Team Building" of the Competent Leadership Manual.

Introduce the Speaker

2008-11-18T21:50:00.006-05:00

Specialty Speeches - Advanced Communication Manual
Project #5 "Introduce the Speaker" Objectives:

Focus on the special occasion talk from the standpoint of the introducer (function chairperson, toastmaster, master of ceremonies)
Become knowledgeable and skilled in the functions associated with the master of ceremonies
Handle the introduction of other speakers at a club meeting
Time – Duration of a Club Meeting

Read Out Loud

2008-11-18T21:40:00.004-05:00

Specialty Speeches - Advanced Communication Manual
Project #4 "Read Out Loud" Objectives:

Arrive at an understanding of the elements that comprise oral interpretation and how it differs from preparing and giving a speech
Learn the preparation or planning techniques of effective interpretation
Learn the principles of presentation and develop skill in interpretive reading with regard to voice and body as instruments of communication
Time 12-15 minutes

Sell A Product

2008-11-18T21:30:00.005-05:00

Specialty Speeches - Advanced Communication Manual
Project #3 "Sell A Product" Objectives:

Understand the relationship of sales technique to persuasion
Skillfully use the four steps in a sales presentation: attention, interest, desire, and action
Identify and promote a unique selling proposition in a sales presentation
Time 10-12 minutes

Uplift the Spirit

2008-11-18T21:20:00.003-05:00

Specialty Speeches - Advanced Communication Manual
Project #2 "Uplift the Spirit" Objectives:

Identify and understand the basic differences between inspirational speeches and other kinds of speeches
Learn how to evaluate audience feeling and develop emotional rapport
Develop a speech style and delivery that effectively expresses inspirational content by moving the audience to adopt your views
Time 8-10 minutes

Speak Off The Cuff

2008-11-18T21:10:00.003-05:00

Specialty Speeches - Advanced Communication Manual
Project #1 "Speak Off The Cuff" Objectives:

Develop an awareness of situations in which you might be called upon to deliver an impromptu speech
Understand how to prepare for impromptu speaking
Develop skill as a speaker in the impromptu situation by using one or more patterns to approach a topic under discussion; for example, comparing a past, present, and future situation, or before and after
Time 5-7 minutes

"Ah" Counter Meeting Role & Report Form

2008-11-17T09:28:00.002-05:00

The Ah Counter is one of the functionaries at the meeting. The Ah Counter's responsibilities are to keep track of audible crutches, such as "ah," "um" or a "double clutch" (the repetition of a word while the speaker searches for his or her next thought.) Also, to note sentences strung together with “and,” “so” or "you know."

The purpose of “Ah Counting” is not to embarrass or criticize speakers – it is to give helpful feedback and thereby increase awareness of an area where improvement is possible.

The "Ah" Counter Report Form is available to be printed.

The General Evaluator's Role

2008-11-16T17:59:00.004-05:00

The general evaluator evaluates everything that takes place throughout the club meeting, commenting on areas that need improvement, things that went well, and improvements that could be made at the next meeting. The general evaluator leads a team of people, including speech evaluators, the timer, grammarian, and other people as determined by the club. You want to use team-building skills to help the members filling these roles to work together.

After taking control of the lectern, you want to acknowledge the leader who introduced you, the audience and guests.

Explain the purpose of evaluations, “Distinguished Toastmaster, fellow Toastmasters and welcome guests, evaluation is meant to be a positive experience designed to help people overcome weak habits and add power to existing successful skills. The evaluators' highest goal is to benefit the speaker so that he or she wants to speak again; with insight on what might be improved upon next time.”
What items do evaluators look for in a speech? The manual guides the evaluator to the relevant points for the speech project the speaker is working to accomplish.
Critical listening, preparing an almost impromptu response with focus on objectives and effective communication is the task of the evaluator. It is through evaluations that members, and the club itself, can improve skills.
Introduce and thank each evaluator. (Do not praise, comment on, judge, or influence the audience on the evaluations, the club will vote for the “best.”)
Ask for the Timer's report on the Evaluators. Call for a vote for "Best" Evaluator.
Call for the "Ah" Counter's report and then the Grammarian's report. (Call on the Grammarian last, giving as much opportunity for members to use the Word of the Day as possible.)
Give a 2-3 minute Evaluation of the overall meeting. (During the meeting, note the timing, any glitches, exemplary behavior, atmosphere, decorum and general flow.)

Return meeting control to the Toastmaster, “Please join me in welcoming back to the lectern our Toastmaster.”

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_31f7jn9dzq

The Table Topics Master's Role

2008-11-16T17:04:00.008-05:00

The Table Topics Master prepares a series of questions or concepts to which members will respond. The people selected should be those who have not, or will not, have any other opportunity to speak during the meeting.

The Topic Topics portion of the meeting has several purposes:

To give all members the opportunity to speak
To practice impromptu speaking, "thinking on your feet," without prior preparation, to a question or idea
At the beginning of the meeting to “warm up” members and get things rolling, in the middle of the meeting to form a bridge between the prepared speaking and evaluation phase of the meeting
To provide time, after the speeches, in which the evaluators can prepare their evaluations
Table Topics has a flexible time allowance, so the number of topics presented may vary from meeting to meeting, this allows the program to get back on schedule if the primary speakers have taken longer than planned.

The skills gained in Table Topics will be useful in all kinds of situations where thinking on our feet is required including interviews, discussions, seminars as well as general conversation.

Table Topics Segment Procedure:

Plan an introduction of the Table Topics session to take less than one minute. The purpose of Table Topics is to give all members not scheduled on the program a chance to speak
The Table Topics segment should not take more than 15 minutes. The task is to introduce topics and guide the discussion. Avoid lengthy introductions of topics and remarks on members' answers. Give as much time as possible to members for their response.
State the question or topic clearly and then identify the member, that way everyone is listening and constructing a reply to the topic.
Try not to embarrass the speakers. Provide the speakers with topics and ideas that he or she likely knows something about.
Conclude the Table Topics meeting segment in a timely manner and ask the Timer for a report on the speaker's times. Then call for a vote for "Best Table Topics Speaker" if your club awards ribbons or trophies.
Return control of the meeting to the Toastmaster of the meeting.

This information may be printed from the Google Docs site.

When You Are Toastmaster of the Meeting

2008-11-16T16:00:00.006-05:00

The main duties of the Toastmaster are to act as a host and coordinate and conduct the entire meeting program. You want to use team-building skills to help those who have meeting roles to work together to make each meeting one of the club's best.

Prior to the meeting:

Call the speakers for correct pronunciation of name, project assignment, time, title of speech and introduction.
Note time requirements for each speech and the overall meeting schedule.
Call and verify the meeting roles of Invocation & Pledge, Table Topics Master and General Evaluator.
Remind the General Evaluator to call the Evaluators and Functionaries.
Prepare the meeting agenda and bring copies for all members and a few extra for guests.

During the meeting:

The Toastmaster sets the tone of the meeting (introduces any meeting theme), warms up the audience for speakers, welcomes speakers (with his or her introduction), and ensures meeting runs in an organized manner.
After receiving control of the meeting from the Senior club Officer, the Toastmaster makes opening comments to set tone or theme for the meeting.
Toastmaster calls on the Grammarian, "Ah" Counter, Timer and Vote Counter to explain the purpose and duties of each functionary role.
Briefly explains the purpose of the Prepared Speeches
Asks the Evaluator to state the objectives for the project of the speaker he or she is evaluating. Introduces the Speaker, including the speaker's name and speech title and begins the applause. Relinquishes control of the lectern to the speaker by shaking his or her hand as he or she reaches the lectern. If you cross paths, go to the rear when you are leaving the lectern.
When the speaker has completed, stand and begin the applause, thank them and shake hands to accept control of the meeting. If you cross paths, go to the front when you are coming to the lectern.
Repeat the process for each speaker.
When all speeches are delivered, call for a Timer's report and ask the audience to vote for "Best Speaker."
Introduce Table Topic Master
Begin the applause and relinquish control of the lectern to the Table Topic Master by shaking his or her hand as he or she reaches the lectern. If you cross paths, go to the rear when you are leaving the lectern.
Begin the applause and return to accept control of the lectern from Table Topic Master. If you cross paths, go to the front when you are coming to the lectern.
Repeat the process for each meeting leader.
Introduce the General Evaluator.
Present the VP Education to confirm Next Week's Roles.
Present the "Best" Awards
Return control of the meeting to Presiding Club Officer, or close the meeting.

After the meeting:

Stay to speak with members. Share feedback on any items or procedures from the meeting.

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_10cjkmckd7

The Humorous Speech

2008-11-15T21:17:00.002-05:00

Humorously Speaking - Advanced Communication Manual
Project #5 "The Humorous Speech" Objectives:

Use exaggeration to tell a humorous story.
Entertain the audience.
Effectively use body language and voice to enhance the story.
Time 5-7 minutes

Keep Them Laughing

2008-11-15T21:15:00.002-05:00

Humorously Speaking - Advanced Communication Manual
Project #4 "Keep Them Laughing" Objectives:
Prepare a speech that opens with a self-depreciating joke.
String together two or three related jokes in the speech body.
Close the speech with a humorous story.
Time 5-7 minutes

Make Them Laugh

2008-11-15T21:13:00.003-05:00

Humorously Speaking - Advanced Communication Manual
Project #3 "Make Them Laugh" Objectives:

Prepare a speech that opens and closes with humorous stories.
Include jokes in the speech body to illustrate points or maintain audience interest.
Deliver the jokes and stories smoothly and effectively.
Time 5-7 minutes

Leave Them With A Smile

2008-11-15T21:11:00.001-05:00

Humorously Speaking - Advanced Communication Manual
Project #2 "Leave Them With A Smile" Objectives:

Prepare a serious speech that opens and closes with humorous stories.
Prepare a closing story that reemphasized the speech’s main point.
Deliver the stories smoothly and effectively.
Time 5-7 minutes

Warm Up Your Audience

2008-11-15T21:08:00.002-05:00

Humorously Speaking - Advanced Communication Manual
Project #1 "Warm Up Your Audience" Objectives:

Prepare a speech that opens with a humorous story.
Personalize the story.
Deliver the story smoothly and effectively.
Time 5-7 minutes

The Persuasive Leader

2008-11-14T18:50:00.002-05:00

Persuasive Speaking - Advanced Communication Manual
Project #5 "The Persuasive Leader" Objectives:

Communicate your vision and mission to an audience
Convince your audience to work toward achieving your vision and goals
Time 6-8 minutes

Addressing The Opposition

2008-11-14T18:40:00.001-05:00

Persuasive Speaking - Advanced Communication Manual
Project #4 "Addressing The Opposition" Objectives:

Prepare a talk on a controversial subject that persuades an audience to accept or at least consider your viewpoint
Construct the speech to appeal to the audience’s logic and emotions
Time 7-9 minutes

The Winning Proposal

2008-11-14T18:30:00.001-05:00

Persuasive Speaking - Advanced Communication Manual
Project #3 "The Winning Proposal" Objectives:

Prepare a proposal advocating an idea or course of action
Organize the proposal using the six-step method provided
Time 5-7 minutes

Conquering The Cold Call

2008-11-14T18:20:00.001-05:00

Persuasive Speaking - Advanced Communication Manual
Project #2 "Conquering The Cold Call" Objectives:

Learn a technique for “cold call” selling of expensive products or services
Recognize the risks buyers assume in purchasing
Use questions to help the buyer discover problems with his or her current situation
Successfully handle buyer’s objections and concerns
Time 10-14 minutes

The Effective Salesperson

2008-11-14T18:10:00.003-05:00

Persuasive Speaking - Advanced Communication Manual
Project #1 "The Effective Salesperson" Objectives:

Learn a technique for selling an inexpensive product in a retail store
Recognize a buyer’s thought process in making a purchase
Elicit information from a perspective buyer through questions
Match the buyer’s situation with the most appropriate product
Time 8-12 minutes

Club Leadership - Our 7 Officers' Roles

2008-11-12T14:09:00.002-05:00

President - The President serves as the club’s chief executive officer, responsible for general supervision and operation of the club. Leads and monitors the President’s Distinguish Club award goals. Pays attention to events and deadlines and informs the members.

Vice President Education - The VP Education is responsible for planning successful club meetings so that each member has the opportunity to achieve his or her educational goals. Creates themes for the meetings, maintains the role spreadsheets. Provides current role schedule agenda for members to plan weekly meeting contributions.

Vice President Membership - The VP Membership conducts ongoing membership building programs and efforts, greets and follows up with guests, and reports on current membership. Creates and maintains guest and member information packs.

Vice President Public Relations - The VP Public Relations promotes the club to local media and produces and distributes a club newsletter quarterly. May also acts as club historian keeping records of award winners, photographs and events.

Secretary - The Secretary handles general club correspondence, and records and distributes the minutes of all club weekly and officer business meetings.

Treasurer - The Treasurer handles the club budget and banking concerns, collects and submits membership dues, and keeps records of all financial transactions.

Sergeant at Arms - The Sergeant at Arms maintains club equipment, ensures adequate meeting supplies are available, arranges the meeting room prior to meetings, and calls the meetings to order.

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_48cxvqdqcf

Important Annual Club Events

2008-11-12T14:09:00.001-05:00

The Toastmasters year begins July 1 and ends June 30.

July ~ Officer training for all club officers
August ~ Club Humorous Speech and Evaluation Contests ~ Invoice or Announce semi-annual membership dues ~ Worldwide International Speech Contest
September ~ Area Humorous Speech and Evaluation Contests ~ Send semi-annual membership dues to International to arrive by October 1
October ~ Division Humorous Speech and Evaluation Contests
November ~ Elect new club officers for six-month officer terms ~ Fall District Conference
December ~ Install new officers ~ Send new officer list to International and District officers
January ~ Officer training for all club officers
February ~ Club International Speech & Table Topics Contests ~ Invoice or Announce semi-annual membership dues
March ~ Area International Speech & Table Topics Contests

Send semi-annual membership dues to International to arrive by April 1
April ~ Division International Speech & Table Topics Contests
May ~ Hold election of new slate of club officers ~ Spring District Conference
June ~ Install new officers ~ Send new officer list to International and District officers ~ Regional International Speech Contest

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_50gzqmq7cp

Club Web Master Duties

2008-11-12T14:00:00.000-05:00

Develop ‘look and feel’ of web site
Develop new materials and submit to President for approval prior to posting
Budget for site maintenance and advise President and Treasurer of needs
Obtain schedule information from VP Education
Obtain Newsletter content from Newsletter Editor
Follow International guidelines for Internet sites contained in the Information for members
Following is a list of some of the information that may be included on web sites: Club name, number, meeting place and time, Special events planned, News about members progress in communication and leadership, Names and email for Club Officers (with their permission), Meeting Schedule information from VP Education, Typical meeting information, Copies of Newsletters, and Manual Contents
District 84 web site contains information that can assist in establishing a Club web site www.toastmastersd84.org
Attend all officer meetings and training programs
Prepare successor for office

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_53g7n379fj

Club Newsletter Editor Duties

2008-11-12T13:59:00.000-05:00

Publish and distribute Newsletter on a regular basis
Obtain Club President’s approval of content prior to publication
Content varies by Club but will normally include: President’s letter, One article of general interest, Information on new members, Announcements and upcoming events, Progression of members (CC, CL, ACB, ALB, etc.), Winners of weekly awards, Profile of a member or other items
Contact VP Membership for updated Club roster
Work with VP Public Relations to assist in using Newsletter as a marketing tool
Provide Newsletter content to Web Master in format usable on the Club web site
Submit bills for printing and postage to Club Treasurer for reimbursement
Attend all officer meetings and training programs
Prepare successor for officer. Provide both hard copies of past newsletters and software files when possible

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_54c8d7gxc7

Building A Club Resource Library

2008-11-12T08:00:00.000-05:00

What if we had information that was relevant to others and we wanted to share it? The information is available in other places. Nevertheless, we want to put it into one new convenient place. We want it to be easy to find and easy to use. We want to offer it in an interesting and efficient format. Moreover, we want the information to be valuable and beneficial to the users.

The technology is available and almost everyone has access. Because we want it to be a level playing field, open source programs and shareware seem effective core tools with which to achieve this goal. How to make it a reality is the challenge. We have been building tech skills and for several years. Join us and put your skills to use now to assist in building this resource.

We have collected a lot of information, ideas, documents and files from our Toastmasters' experiences. The clubs are excellent learning laboratories and consistently add to the sum of our resources. Having web sites to facilitate club communication and connection helps the clubs function and grow. The next logical step is to build a resource library for members to access information that helps them on their personal development paths.

If you are reading this, you already have an interest. This blog allows multiple authors to contribute articles. Become a part of the development team for this resource. Add input in the comment form below or email me with your interests and you can make it happen. The clubs work because of the commitment of the members and from the synergy of our intention to learn. Add your expertise to the energy of this group resource service.

This site is the beginning foundation of a Toastmasters Club Library, welcome fellow creators!

Club President Duties

2008-11-11T14:07:00.009-05:00

With Treasurer go to bank and update club account signature cards. Arrange to have club financial records audited.
Ensure updated officers list is sent to International immediately after each election and a copy of club officer contact information gets to your District officers.
Preside over all club meetings and introduce guests, make announcements, conduct monthly business meetings and present awards - VP Education fills in for the President when necessary.
Hold regular executive board meetings with the club Secretary maintaining a record of the meetings.
Track club’s progress towards Distinguished Club status on a monthly basis and copy the Area Governor.
Ensure all club officers are executing their duties and have the information and tools to do so.
Conduct semi-annual officer elections - Appoint nominating committee with the Immediate Past President as chair at least one month before elections.
Approve content of the web site and the club newsletter before published - Encourage members to support both the web master and the newsletter editor.
Give ‘Appreciation and Regrets’ speech when next President takes office.
Attend all officer meetings and training programs. Prepare successor for office.
Ensure club representation at both spring and fall District conferences.
Promote synergy between local clubs.

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_49nn22n256

Club VP Membership Duties

2008-11-11T14:05:00.008-05:00

Maintain current list of all members and publish member contact information on a regular basis to all members and to District officer
Follow-up with members who miss several meetings to find out what can be done to get them active again - Address any problems before the member drops
Meet all guests at the meeting and ensure they have an application and a phone number if they have any questions
Follow-up with all visitors both by email and a phone call
Bring extra copies of blank applications, extra rosters of the members and copies of the Ice Breaker speech from the basic manual to help new members get started immediately
Ensure all membership applications are complete and have the correct amount of money attached - Have the Treasurer send the application and funds immediately to International
Give copies of all applications to the President, VP of Education, Secretary and the Newsletter Editor
Introduce new members to VP Education to obtain a speaking slot and a mentor
Induct new members each month and give each one a Toastmasters lapel pin
Attend all officer meetings and training programs
Prepare successor for office

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_52fk24ncdd

Club VP Public Relations Duties

2008-11-11T14:04:00.005-05:00

Assist the VP Membership in welcoming guests at Club meetings, making each guest feel welcome, and that his/her first impression of the Club is positive
Work with the VP Membership on membership campaigns
Write and distribute press releases promoting members’ achievements and Club events
Publicize the weekly Club meeting in the calendar section of the weekly Business Journal and the Monday business section of your local paper
Publicize your club in community and civic publications such as the Chamber of Commerce Newsletter
Provide needed information to the Newsletter Editor and Web Master
Collaborate with other clubs in the area to boost overall awareness and membership - if an individual cannot attend meetings at the time your club meets, encourage them to transfer to another club - check the International website www.toastmasters.org for meeting times
Attend all officer meetings and training programs
Prepare successor for office

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_58gbft8cd8

Club Treasurer Duties

2008-11-11T14:02:00.004-05:00

Go to the bank with the Club President to sign account signature cards
Maintain Club books and prepare a financial report for the Club Board for each business meeting
Project needed spending and advise board of recommendations for changes to Club dues as appropriate
Prepare and email dues notices to each member. Send notices out six weeks before dues are required at International
Ensure that International receives semi-annual dues payments by October 1 and April 1 - Use club debit card on-line, registered return receipt mail, or a commercial carrier to send in semi-annuals
Prepare books for audit at the end of your term
Attend all officer meetings and training programs
Prepare your successor for office

This document is publicly viewable and printable at: http://docs.google.com/Doc?id=ddd37qq3_55tmzqqvgq

An Abstract Concept

2008-11-10T20:18:00.003-05:00

Speaking To Inform - Advanced Communication Manual
Project #5 "An Abstract Concept" Objectives:

Research and organize the thought of experts on an abstract concept, theory, historical force, or social/political issue.
Present the ideas in a clear and interesting manner.
Time 10-12 minutes

A Fact Finding Report

2008-11-10T20:15:00.002-05:00

Speaking To Inform - Advanced Communication Manual
Project #4 "A Fact Finding Report" Objectives:

Prepare a report on a situation, event, or problem of interest to the audience.
Deliver sufficient factual information in your report so the audience can base valid conclusions or a sound decision on it.
Time 10-12 minutes

The Demonstration Talk

2008-11-10T20:04:00.003-05:00

Speaking To Inform - Advanced Communication Manual
Project #3 "The Demonstration Talk" Objectives:

Prepare a demonstration speech to clearly explain a process, product, or activity.
Conduct the demonstration as part of a speech delivered without notes.
Time 10-12 minutes

Resources To Inform

2008-11-10T19:59:00.002-05:00

Speaking To Inform - Advanced Communication Manual
Project #2 "Resources To Inform" Objectives:

Analyze the knowledge level of your audience regarding your chosen subject.
Focus your presentation at the audience’s level of knowledge.
Build a supporting case for each major point through use of explanation, examples and information gathered in research.
Effectively use at least one visual aid to enhance the audience’s understanding.
Time 8-10 minutes

The Speech To Inform

2008-11-10T19:55:00.002-05:00

Speaking To Inform - Advanced Communication Manual
Project #1 "The Speech To Inform" Objectives:

Select new and useful information for presentation to the audience.
Organize the information for easy understandability and retention.
Present the information in a way that will help motivate the audience to learn.
Time 5-7 minutes

Speaking After Dinner

2008-11-09T19:40:00.001-05:00

The Entertaining Speaker - Advanced Communication Manual
Project #5 "Speaking After Dinner" Objectives:

Prepare an entertaining after-dinner talk on a specific theme.
Deliver the talk extemporaneously; using the skills developed in the preceding entertainment projects.
Time 13-15 minutes

A Dramatic Talk

2008-11-09T19:37:00.002-05:00

The Entertaining Speaker - Advanced Communication Manual
Project #4 "A Dramatic Talk" Objectives:

Develop an entertaining dramatic talk about an experience or incident, or give a dramatic reading.
Include vivid imagery, characters and dialogue.
Deliver the talk in an interpretative manner.
Time 10-12 minutes