Area and Division
Director Training
July 9, 2016
Welcome to the team!
Icebreaker Activity
Responsibilities of
Area & Division Directors
● Toastmasters Org Structure
● Share 2015 strategic plan
● Develop Successful Teams
Stefano
Session Agenda
•
•
•
•
Your team members
Your team agreement
Team motivation
Conflict resolution in a team
1
Session Objectives
▪ Recount roles of area and division directors
▪ Identify members of area and division councils
and ways councils offer support
▪ Describe a team charter and its benefits
▪ Build trust and set expectations using team
charters
▪ Apply the Five Principles of Motivation
▪ Use conflict resolution techniques
2
Area Director
3
Area Team
area director
club president
VPM
VPE
assistant area
director education
area
council
VPE
VPM
club president
club
president
VPM
assistant area
director marketing
VPE
4
Division Director
5
Division Team
area director
division director
assistant division
director education
area director
division council
area director
assistant division
director marketing
area director
area director
6
Team Support
area director
assistant division
director education
division director
division council
area director
club president
area director
assistant division
director marketing
VPM
VPE
assistant area
director education
area
council
area director
area director
VPE
VPM
club president
VPM
club president
assistant area
director marketing
VPE
7
Your Team Agreement
•
•
•
•
•
•
Team Composition
Values
Team Operating Principles
Potential Obstacles
Meeting Protocol
Team Interaction and Behavioral Norms
8
Team Motivation
9
Five Principles of Motivation
•
•
•
•
•
Understanding motivation
Focusing on value
Clarifying expectations
Recognizing your team
Leading by example
10
Team Conflict Resolution
• Talk in private.
• Share responsibility and agree to resolve
issues.
• Present viewpoint in unemotional way.
• Determine points of agreement and
disagreement.
• Decide how to proceed on disagreements.
• Summarize discussion in writing and move
forward.
11
Review
• Recount roles of area and division directors
• Identify members of area and division councils and
ways councils offer support
• Describe a team charter and its benefits
• Build trust and set expectations using team
charters
• Apply the Five Principles of Motivation
• Use conflict resolution techniques
12
Conclusion: Closing Remarks
•
Area and division directors have many
responsibilities.
•
Area and division councils help area and
division directors.
•
Team charters help teams be effective and
productive.
•
Good team leaders employ the Five Principles of
Motivation.
•
Resolving conflict allows teams to be more
productive.
13
Contests… and more
● Timing, organization, buddy-up, budget
● Conduct Quality Speech Contests
● Conferences and TLIs
Anna
The overview
• Timing
• Getting organized
• Buddy-up
• Budget
Session Agenda
• Types and benefits of speech contests
• Speech contest preparation
• Speech contest rules
1
Session Objectives
• State types of speech contests
• Explain benefits of speech contests
• Prepare a speech contest with leadership teams
• Solve speech contest challenges and answer
questions using the Speech Contest Rulebook
(Item 1171)
2
Type of Speech Contests
•
•
•
•
International
Evaluation
Humorous
Table Topics™
•
•
Tall Tales
Taped (for members of
undistricted clubs and
for provisional districts)
3
Speech Contest Resources for Clubs
• Area and division directors are resources for
club officers’ speech contest questions
• Area and division directors should have a
thorough understanding of speech contests
4
District Requirements
• Districts must hold the International Speech
Contest every year.
• Districts are allowed to hold up to three
additional contests per year.
5
Checklist Game
What should the contest chair order
for all contest speakers?
What should the contest chair order
for contest winners?
From where should the contest chair
order these items?
6
Checklist Game
May clubs, areas, divisions, or
districts produce awards for
contestants and winners?
When should the contest chair notify
contestants of the time and place of
the contest and pre-contest briefing?
7
Checklist Game
Where should the chief judge tell the
contest judges to sit?
Why should the contest judges sit
there?
What does the chief judge give to the
contest chair during the contest?
What two events must a contestant
attend before the contest?
9
Speech Contest Judges
• Chief judge
▪ Selects fair and impartial judges
▪ Trains contest officials
▪ Prepares contest officials for the role
•
•
How to use Judge’s Guide and Ballot (Item 1172)
How to choose a winner without evaluating
speakers
12
Speech Contest Rules
• Speech Contest Rulebook (Item 1171)
• The ultimate resource for contest issues
• Questions can be directed to World
Headquarters
• Email [email protected]
• Phone 949-858-8255
13
Review
● State types of speech contests
● Explain benefits of speech contests
● Prepare a speech contest with leadership
teams
● Solve speech contest challenges and answer
questions using the Speech Contest Rulebook
(Item 1171)
14
Conclusion: Closing Remarks
• The benefits of speech contests extend
to all involved.
• Area and division directors must have a
thorough understanding of speech contests.
• The Speech Contest Rulebook
(Item 1171) is an important guide.
• It is important to choose fair and impartial
judges and train contest officials.
15
Beyond Contests
• Conferences
• TLIs
• And more…
Break
Club Visits & Reports / Dashboards
● When to visit, what to look for, reports
● Raising issues to division director & trio
● Enhance Club Quality
● Thrive in District Recognition Program
● Dashboards and other resources
Anna
Session Agenda
•
•
•
•
Quality clubs
Prepare to know the club
Club visits
Resources
1
Session Objectives
• Define club quality and a positive member
experience
• Examine what contributes to club quality and
a positive member experience
• Prepare for club visits
• Practice building trust during club visits
• Conduct effective club visits
• Propose solutions for club challenges
2
Club Quality
3
Member Experience
• Quality club environments lead to membership
retention
• Great meetings make clubs successful
• Quality club meetings are well planned, well
attended, organized, and fun
• Members improve their communication and
leadership skills
• Quality clubs give members an opportunity to
learn and grow
4
Membership, Education, and Leadership
• Membership
• How do clubs attract and retain members?
• The Toastmasters education program
• How can the club help its members meet their
personal and professional education goals?
• Club leadership
• How do club officers affect club quality and the
member experience?
5
Gather Information
• How can area directors gather information
about a club before calling, emailing or
visiting?
6
Club Visits
• Foster club quality by visiting clubs
• Answer questions and offer club support
• Area Director’s Club Visit Report
(Item 1471) is a tool to help area directors
during club visits
7
Trust
• Build trust with clubs before and during club
visits
▪ Building trust results in
• Clubs giving honest information
• Clubs being receptive to feedback
• Clubs see area directors as a resource
8
First Club Visit
• Observations
▪ What to look for on your first club visit
•
•
•
•
•
•
What first impression does the club make?
How does the club orient new members?
What’s the atmosphere of the meetings?
How are meetings organized?
How many members does the club have?
How does the club recognize achievement?
9
First Club Visit
• Distinguished Club Goals
▪ How to help clubs become distinguished
•
•
•
•
•
Discuss club DCP progress
Review Club Success Plan
Remind club of deadlines
Ask about club successes
Ask about club goal challenges
10
First Club Visit
• Discussion
▪ How to become the club’s trusted resource
• Ask questions about information gathered and
observations
• Encourage club members to ask questions
• Ascertain unvoiced concerns
• Offer practical solutions to challenges
• Set up follow-up communications with club officers
• Use the Area Director’s Club Visit Report
11
After the First Visit
• After the first visit
▪ Submit Area Director’s Club Visit Report
▪ Review and discuss club with the division
director
▪ Contact club president to:
• Share observations
• Congratulate club on their successes
• Identify how the district can support the club
12
Second Club Visit
• Observations
▪ What to look for on the second club visit
• What are the similarities or differences from first
visit?
• Which issues are unresolved from the first visit?
• Which suggestions have been implemented?
• How is the club progressing in the DCP?
• Acknowledge accomplishments
13
After the Second Visit
• After the second visit
▪ Submit Area Director’s Club Visit Report
▪ Review report and discuss club with the division
director
▪ Contact club president to:
• Share observations
• Congratulate club on their success
• Identify how the district can support the club
14
Resources
15
Review
• Define club quality and a positive member
experience
• Examine what contributes to club quality and
a positive member experience
• Prepare for club visits
• Practice building trust during club visits
• Conduct effective club visits
• Propose solutions for club challenges
16
Conclusion: Closing Remarks
• Support clubs in creating a positive
member experience.
• The education program, club leadership,
and membership contribute to club
quality.
• Prepare for club visits by building trust
and gathering information.
• During club visits continue building trust.
• After club visits, area directors discuss
how to help clubs with division directors.
17
Thrive in the District Recognition Program
Session Agenda
• Distinguished Club Program
• District Recognition Program
1
Session Objectives
• Describe how Moments of Truth leads
to club quality
• Define roles of area and division directors
• Describe the Distinguished Club Program
• Identify goals of Distinguished Area and
Division programs
• Describe importance of club, area, and division
success plans
• Identify District Recognition Program and
Distinguished Club Program resources
2
Moments of Truth
●
●
●
●
First Impressions
Membership Orientation
Fellowship, Variety, and Communication
Program Planning and Meeting
Organization
● Membership Strength
● Achievement Recognition
3
Qualifying Requirements
● Distinguished Club Program
○ Membership of 20 or a net growth of at least
five new members as of June 30
4
Membership Net Growth Definition
● Membership net growth occurs when the
total number of club members at year-end
(June 30) exceeds the base amount.
5
Membership Base Definition
● The membership base amount refers
to the number, on July 1, of club members
(renewing, new, charter, dual, and
reinstated) who paid April dues.
6
10 DCP Goals
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●
●
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●
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Two CCs
Two more CCs
One ACB, ACS, or ACG
One more ACB, ACS, or ACG
One CL, ALB, ALS, or DTM
One more CL, ALB, ALS, or DTM
Four new members
Four more new members
Minimum of four club officers trained during each of two
training periods
● One membership dues-renewal report and one club
officer list submitted on time
7
Distinguished Club Program
● Distinguished, Select Distinguished,
President’s Distinguished
8
9
10
11
Qualifying Requirements
● Distinguished Area Program
○ No net club loss
○ Submit the Area Director’s Club Visit Report
for 75% of club base
■ First round visits by November 30th
■ Second round visits by May 31st
12
Net Club Loss Definition
● Net club loss occurs when the total
number of clubs at year-end (June 30)
falls below the base amount.
13
Area Director’s Club Visit Report
14
Area’s Club Base Definition
4 The area’s club base is the number
of paid clubs assigned to the area as
of July 1.
4 Clubs are considered to be paid when they
have submitted a complete April duesrenewal report.
▪ These and new clubs chartered between April 1
and June 30 are counted in the club base.
15
Distinguished Area Program
● Distinguished, Select Distinguished,
President’s Distinguished
16
Qualifying Requirements
● Distinguished Division Program
○ No net club loss
17
Net Club Loss Definition
● Net club loss occurs when the total
number of clubs at year-end (June 30)
falls below the base amount.
18
Division’s Club Base Definition
• The division’s club base is the number
of paid clubs assigned to the division as
of July 1.
• Clubs are considered to be paid when they
have submitted a complete April duesrenewal report.
• These and new clubs chartered between April 1
and June 30 are counted in the club base.
19
Distinguished Division Program
● Distinguished, Select Distinguished,
President’s Distinguished
20
Club Success Plan
www.toastmasters.org/1111_dcp
Distinguished Club Program and Club Success Plan (Item 1111)
21
Area and Division Success Plans
www.toastmasters.org/recognitionmanual
Toastmasters International District Recognition Program (Item 1490)
22
Stretch and Additional Goals
• Many districts encourage area and division
directors to stretch the goals outlined in the
Distinguished Area and Division programs or
accomplish additional goals.
23
Review
• Describe how Moments of Truth leads
to club quality
• Define roles of area and division directors
• Describe the Distinguished Club Program
• Identify goals of Distinguished Area and
Division programs
• Describe importance of club, area, and division
success plans
• Identify District Recognition Program and
Distinguished Club Program resources
24
Conclusion: Closing Remarks
•
The DCP is the foundation of the District
Recognition Program.
•
The Distinguished Area, Division, and District
programs align with the DCP.
•
Area and division directors should be aware of
club goals.
•
Completing success plans helps clubs, areas,
and divisions stay on track.
•
There are resources available for tracking
Distinguished goal progress.
25
Getting Involved
Beyond your area / division
● Establish and Support New Clubs
● Sponsor, Mentor, Coach
Stacey
Session Agenda
• Mission and goals
• Club builders
• Club-building cycle
1
Session Objectives
• Describe relationship between establishing new
clubs and the Toastmasters and district missions.
• Identify which district leader responsibilities help
establish new clubs.
• Recognize the support available to establish new
clubs.
• Describe the club-building cycle.
• Identify opportunities for new clubs.
2
Toastmasters Mission
We empower individuals to
become more effective
communicators and leaders.
3
District Mission
We build new clubs and support all
clubs in achieving excellence.
4
New Clubs
• New clubs offer Toastmasters benefits to
more people.
• Establishing new clubs provides improved
communication and leadership experiences.
• Area and division directors have support to
build clubs.
5
Club Builders
• All Toastmasters expand the network of
clubs, areas, and divisions.
• Area and division directors serve as liaisons
between districts and clubs.
• Area and division directors work with
sponsors and mentors.
• Area and division directors fulfill duties that
support club-building.
6
Club-building Responsibilities
1. Serve as contact for demonstration meetings
and pre-charter information meetings
2. Generate interest and recruit members in
new clubs
3. Show new clubs how to hold meetings and
elect officers
4. Submit charter paperwork, fees, and dues to
World Headquarters
5. Plan charter presentation meetings
7a
A
DISTRICT
DIRECTOR
B
CLUB GROWTH
DIRECTOR
C
CLUB
SPONSOR
D
CLUB
MENTOR
Club-building Responsibilities
1. Serve as contact for demonstration meetings
and pre-charter information meetings
2. Generate interest and recruit members in
new clubs
3. Show new clubs how to hold meetings and
elect officers
4. Submit charter paperwork, fees, and dues to
World Headquarters
5. Plan charter presentation meetings
7b
A
DISTRICT
DIRECTOR
B
CLUB GROWTH
DIRECTOR
C
CLUB
SPONSOR
D
CLUB
MENTOR
Club-building Responsibilities
1. Recruit, train, and supervise club-building team
members, club sponsors, and club mentors
2. Receive leads from district director and World
Headquarters
3. Assist with prospect visits
4. Help plan demonstration meetings
5. Attend demonstration meetings and precharter information meetings
8a
A
DISTRICT
DIRECTOR
B
CLUB GROWTH
DIRECTOR
C
CLUB
SPONSOR
D
CLUB
MENTOR
Club-building Responsibilities
1. Recruit, train, and supervise club-building team
members, club sponsors, and club mentors
2. Receive leads from district director and World
Headquarters
3. Assist with prospect visits
4. Help plan demonstration meetings
5. Attend demonstration meetings and precharter information meetings
8b
A
DISTRICT
DIRECTOR
B
CLUB GROWTH
DIRECTOR
C
CLUB
SPONSOR
D
CLUB
MENTOR
Club-building Responsibilities
1. Receive leads from World Headquarters
2. Confirms alignment of new clubs
9a
A
DISTRICT
DIRECTOR
B
CLUB GROWTH
DIRECTOR
C
CLUB
SPONSOR
D
CLUB
MENTOR
Club-building Responsibilities
1. Receive leads from World Headquarters
2. Confirms alignment of new clubs
9b
A
DISTRICT
DIRECTOR
B
CLUB GROWTH
DIRECTOR
C
CLUB
SPONSOR
D
CLUB
MENTOR
Club-building Responsibilities
1. Guide clubs through first six to 12 months
2. Ensure club officers understand duties and
how to perform them
3. Familiarize club officers with Toastmasters
education program
4. Familiarize club officers with Distinguished
Club Program
10a
A
DISTRICT
DIRECTOR
B
CLUB GROWTH
DIRECTOR
C
CLUB
SPONSOR
D
CLUB
MENTOR
Club-building Responsibilities
1. Guide clubs through first six to 12 months
2. Ensure club officers understand duties and
how to perform them
3. Familiarize club officers with Toastmasters
education program
4. Familiarize club officers with Distinguished
Club Program
10b
A
DISTRICT
DIRECTOR
B
CLUB GROWTH
DIRECTOR
C
CLUB
SPONSOR
D
CLUB
MENTOR
District Director
Club-building Responsibilities
● Receive club leads from World
Headquarters
● Confirms the alignment of new clubs with
the district
11
Club Growth Director
Club-building Responsibilities
● Recruit, train, and supervise club-building
team
● Receive leads
○ May forward leads to area and division
directors
● As chair of the district marketing
committee
○ Assist club-building team
○ Assist demonstration meeting team
12
Club Sponsors
Club-building Responsibilities
● Follow-up on leads
● Serve as contact for demonstration
meetings
● Recruit members in new clubs
● Show new clubs how to hold meetings
and elect officers
● Submit charter paperwork, fees, and dues
● Plan charter presentation meetings
13
Club Mentors
Club-building Responsibilities
● Guide clubs through first six to 12 months
● Ensure club officers understand duties
● Familiarize club officers with Toastmasters
education program
● Familiarize club officers with Distinguished
Club Program
● Help recruit and retain members
14
Club-building Team Support
• Club-building efforts are supported by:
▪ Committees and teams
▪ Area and division directors
▪ Serve as members of a district committee
✓ Club extension committee
✓ Marketing committee
• Generate leads
• Find club sponsors and club mentors
• Facilitate and attend demonstration meetings and
pre-charter information meetings
15
Club-building Cycle
Identify
leads and
prospects
Contact
and
qualify
Follow up
Clubbuilding
Cycle
Charter
Present
Address
questions
and
concerns
16
Identify Leads and Prospects
• Leads can come from
•
•
•
•
•
World Headquarters
Current members
Neighbors
Coworkers
Many other places
• Assess existing clubs to identify
opportunities for new clubs
• Target opportunities
• Communities over 10,000 people
• Corporations over 150 people
17
Contact and Qualify
• Follow up leads when requested
• Understand business and needs of
each lead
• Contact lead promptly
• To qualify the lead
• Identify the decision maker
• Explain how Toastmasters can help their
corporation
• Ask questions, listen to their needs,
offer solutions
18
Present
• Conduct a demonstration meeting
• Demonstration meeting resources
• Demonstration meeting team
• How to Build a Toastmasters Club (Item 121)
• E-learning session Successful Demonstration
Meetings
• Promotional material
19
Address Questions and Concerns
• Address questions and concerns
• Ask for opportunity to establish a
new club
20
Charter
• How to Build a Toastmasters Club
(Item 121)
• Club sponsor responsibilities
• Build membership to 20
• Submit Application to Organize a Toastmasters
Club and charter fee
• Assist club in electing officers, adopting a club
constitution, and submitting charter forms
• Schedule charter presentation meeting
• Club mentors guide for six to 12 months
21
Follow Up
• Club mentor responsibilities
• Ensure officers understand duties
• Maintain membership strength
• Explain Toastmasters education program
and DCP
• Cycle begins again
22
Review
• Describe relationship between establishing new
clubs and the Toastmasters and district missions.
• Identify which district leader responsibilities help
establish new clubs.
• Recognize the support available to establish new
clubs.
• Describe the club-building cycle.
• Identify opportunities for new clubs.
23
Conclusion: Closing Remarks
• Club-building is basic to missions of
Toastmasters and the district.
• District directors, club growth directors, club
sponsors, and club mentors have
club-building roles.
• The district may establish club-building
committees and teams.
• The club-building cycle has six steps.
• Area and division directors have
opportunities to assist club building efforts.
• Club leads can come from anywhere.
24
Break
Group Activity by Division
Wrap-up