Club officers manual of lions clubs international from lion d narsimha raju m...lionnarsimharajumjf
This document provides guidance for club officers, specifically focusing on the roles and responsibilities of the club president and secretary. It outlines the president's duties in leading meetings, appointing committees, communicating with members, and more. It also details the secretary's tasks related to meetings, record keeping, correspondence, and reporting. Both roles are emphasized as important communication points within the club.
This document provides guidance for club presidents on achieving success in their role. It outlines the president's responsibilities, which include developing club leadership, overseeing club administration and operations, and advancing club and member achievement. The president is responsible for assuring meetings start on time by arriving early themselves and communicating with officers in advance. They are also responsible for the meeting opening and closing speeches, observing member behavior, and recognizing achievements. Strategies are presented for meeting these responsibilities and succeeding as president.
This document outlines the commitments and responsibilities of a Toastmasters member, including regularly attending club meetings, preparing speeches and fulfilling meeting roles, providing constructive feedback to other members, maintaining a positive environment, serving as an officer if needed, treating others with respect, bringing guests to meetings, following guidelines, and upholding ethical standards. The purpose is to maintain an engaged membership and ensure the smooth functioning of the Toastmasters club.
President,secretary, treasurer manual of lions clubs internatioanllionnarsimharajumjf
This document provides guidance for club officers, including the president and secretary. It outlines the roles and responsibilities of the president in leading club meetings, communicating with members, appointing committees, and overseeing elections. It also describes the secretary's duties in attending meetings, taking minutes, and assisting with communication between the club and district. The document emphasizes the importance of effective communication skills and coordination between officers.
This document provides an overview of a leadership training presentation for club officers. It includes:
1. Descriptions of the roles and responsibilities of different club officer positions like President, Vice President Education, and Secretary.
2. An explanation of the importance of building club membership to at least 20 members to operate optimally and strategies for membership building.
3. An outline of the four steps for an effective membership building process: finding prospects, making every meeting great, helping prospects decide to join, and starting new members off right.
The document summarizes a presentation given by Graham Privett from the Stockport County Supporters Co-operative on how they got various Stockport County supporters groups to work together more effectively. There were initially several fragmented supporters groups that did not collaborate well. The Co-operative took the lead in facilitating regular meetings between the groups to discuss collaborating on events, avoiding clashes, and generally working in partnership with each other and the club. Through respecting each groups' roles, focusing on collaborative projects, and being patient, the Co-operative helped the supporters alliance make progress on several joint initiatives. However, challenges remain in maintaining cooperation between all the groups.
The document proposes changes to the committee structure and roles of Steyning Athletic Club to make it more modern and aligned with the club's current activities. It suggests reducing the number of committee roles from 23 to 9 on the primary committee and 14 on a quarterly committee. Activity group captains would lead support teams and collaborate more. Communications would be improved through a unified website. Guidance is provided to help activity groups prioritize club members and resources. The changes aim to unite the club and ensure its continued success.
The document provides final tips and guidance for club officers in their roles and responsibilities. It emphasizes involving other club members to share the workload. An officer should model behaviors like integrity, responsibility and respect. The duties of key officer roles like President, Vice President, Secretary and Treasurer are outlined, such as setting agendas, overseeing meetings, taking minutes and managing finances. Resources from the Student Life office like workshops and supplies are also mentioned to help clubs succeed.
Club officers manual of lions clubs international from lion d narsimha raju m...lionnarsimharajumjf
This document provides guidance for club officers, specifically focusing on the roles and responsibilities of the club president and secretary. It outlines the president's duties in leading meetings, appointing committees, communicating with members, and more. It also details the secretary's tasks related to meetings, record keeping, correspondence, and reporting. Both roles are emphasized as important communication points within the club.
This document provides guidance for club presidents on achieving success in their role. It outlines the president's responsibilities, which include developing club leadership, overseeing club administration and operations, and advancing club and member achievement. The president is responsible for assuring meetings start on time by arriving early themselves and communicating with officers in advance. They are also responsible for the meeting opening and closing speeches, observing member behavior, and recognizing achievements. Strategies are presented for meeting these responsibilities and succeeding as president.
This document outlines the commitments and responsibilities of a Toastmasters member, including regularly attending club meetings, preparing speeches and fulfilling meeting roles, providing constructive feedback to other members, maintaining a positive environment, serving as an officer if needed, treating others with respect, bringing guests to meetings, following guidelines, and upholding ethical standards. The purpose is to maintain an engaged membership and ensure the smooth functioning of the Toastmasters club.
President,secretary, treasurer manual of lions clubs internatioanllionnarsimharajumjf
This document provides guidance for club officers, including the president and secretary. It outlines the roles and responsibilities of the president in leading club meetings, communicating with members, appointing committees, and overseeing elections. It also describes the secretary's duties in attending meetings, taking minutes, and assisting with communication between the club and district. The document emphasizes the importance of effective communication skills and coordination between officers.
This document provides an overview of a leadership training presentation for club officers. It includes:
1. Descriptions of the roles and responsibilities of different club officer positions like President, Vice President Education, and Secretary.
2. An explanation of the importance of building club membership to at least 20 members to operate optimally and strategies for membership building.
3. An outline of the four steps for an effective membership building process: finding prospects, making every meeting great, helping prospects decide to join, and starting new members off right.
The document summarizes a presentation given by Graham Privett from the Stockport County Supporters Co-operative on how they got various Stockport County supporters groups to work together more effectively. There were initially several fragmented supporters groups that did not collaborate well. The Co-operative took the lead in facilitating regular meetings between the groups to discuss collaborating on events, avoiding clashes, and generally working in partnership with each other and the club. Through respecting each groups' roles, focusing on collaborative projects, and being patient, the Co-operative helped the supporters alliance make progress on several joint initiatives. However, challenges remain in maintaining cooperation between all the groups.
The document proposes changes to the committee structure and roles of Steyning Athletic Club to make it more modern and aligned with the club's current activities. It suggests reducing the number of committee roles from 23 to 9 on the primary committee and 14 on a quarterly committee. Activity group captains would lead support teams and collaborate more. Communications would be improved through a unified website. Guidance is provided to help activity groups prioritize club members and resources. The changes aim to unite the club and ensure its continued success.
The document provides final tips and guidance for club officers in their roles and responsibilities. It emphasizes involving other club members to share the workload. An officer should model behaviors like integrity, responsibility and respect. The duties of key officer roles like President, Vice President, Secretary and Treasurer are outlined, such as setting agendas, overseeing meetings, taking minutes and managing finances. Resources from the Student Life office like workshops and supplies are also mentioned to help clubs succeed.
The document discusses the importance of team and leadership training for Toastmasters club officers. It outlines the goals of the Distinguished Club Program and describes the roles and responsibilities of various club officer positions, including the president, vice president education, vice president membership, secretary, treasurer, sergeant at arms, and vice president public relations. Achieving the goals of the program requires effort and collaboration across all officer roles.
This document provides an overview of Toastmasters International and the Word Weavers Toastmasters club. It outlines that Toastmasters was established in 1924 and has over 270,000 members in over 13,000 clubs worldwide. The document then describes the educational system and communication/leadership awards program, as well as logistics about the Word Weavers club meetings and roles. It emphasizes the benefits of Toastmasters for improving communication and leadership skills.
This document provides guidance and information for judges in Division 'D' speech contests. It outlines the role of speech contests in Toastmasters, types of contests, eligibility rules, guidelines for chief judges, contest procedures, and judging tips. Contest judges are instructed to study contest rules thoroughly, avoid bias, support contest procedures, and select winners based solely on speech performance. The document aims to help judges understand their role in ensuring fair and impartial judging.
A club coach provides direction, advice, and leadership to a Toastmasters club by building it up, boosting morale, and offering support. A coach works with the club president to observe issues, create an action plan to address them, and help the club resolve problems related to meeting location, timing, agendas, recruiting new members, and publicity. With a coach's guidance, a club can become distinguished by improving these areas together.
Contest Judging Workshop Guide + Handbook In Landscape ModeBob Turel
1. Contest judges must remain impartial and avoid any real or perceived biases. They should not compete or hold offices that could influence judging and must keep ballots private.
2. Technical issues during contests should be addressed through backup devices and procedures to ensure a fair competition continues.
3. Protests must be brought discreetly and directly to the chief judge with evidence, and corrections can only be made before results are announced. Ballots must follow rules to be valid.
This document provides guidance for serving as a chief judge for a Toastmasters speech contest. It outlines the chief judge's responsibilities, which include coordinating with the contest chair, selecting and briefing other contest officials, overseeing the contest, and handling protests or questions. A timeline of tasks is presented, along with details on selecting judges, conducting briefings, counting ballots, determining winners, and completing paperwork. The document aims to prepare potential chief judges for their role in running a fair speech contest according to Toastmasters rules and procedures.
Personalized slideshow to accompany Toastmasters presentation "Evaluate to Motivate" before Toastmasters club 8731, Tenacious Talkers, in Lakeport, Calif.
This study analyzed monthly trends in rates of chlamydia and gonorrhea diagnosis over 57 months using North Carolina surveillance data. For the college-aged group (19-22), diagnosis rates were significantly higher in March compared to other months. This suggests targeting education and prevention efforts before March may help reduce infections. Further research is needed to understand if this pattern reflects natural disease variation or testing behavior.
The document provides an overview of the key responsibilities and duties of a Toastmasters club treasurer. The treasurer is responsible for overseeing club finances, including collecting membership dues, paying bills, and keeping accurate financial records. They must submit membership renewals twice yearly, pay all financial obligations to Toastmasters International, and prepare quarterly financial reports. Maintaining the club bank account, budgeting, and reconciling expenses are also among the treasurer's major responsibilities. The document outlines various resources available to support the treasurer's role.
Toastmasters Evaluate to Motivate -- Educational SessionVinod Mehra
This document provides guidance on how to effectively evaluate speeches in Toastmasters. It discusses the objectives of evaluation which are to provide instant feedback, identify areas for improvement, and build self-esteem. It recommends listening skills, impromptu speaking, note taking, observation, critical thinking, empathy, storytelling, and leadership as skills to focus on in evaluations. The document outlines techniques for conducting evaluations including being analytic, recommending improvements, using techniques, and providing a summation. It emphasizes giving honest, helpful, inspiring, necessary, and kind feedback to motivate speakers.
A Club Coach is an experienced Toastmaster who volunteers to help struggling clubs with 12 or fewer members. The Club Coach is assigned by the Area Governor to assist the club in raising membership and achieving distinguished status. As Club Coach, the Toastmaster helps assess issues, provide recommendations, and instill enthusiasm to help the club grow. Serving as a Club Coach provides credit toward the Advanced Leader Silver award and benefits clubs by providing guidance for rejuvenation.
The document outlines the rules for students in the computer lab, including coming prepared to work, no food or drink, walking quietly to seats, not banging keyboards or touching other students' computers, asking for help by raising the orange strip, sitting safely in chairs, following the acceptable use policy, and potential consequences for not following rules like warnings and timeouts. Students are rewarded for following rules with extra game time or helping the teacher, and asked to exit programs and leave areas clean for the next class at the end of lab time.
O documento discute o programa High Performance Leadership da Toastmasters, que ajuda os membros a desenvolver competências de liderança e gestão de projetos através da implementação e conclusão de projetos. O programa inclui níveis de liderança avançada e requer que os projetos sejam planejados detalhadamente, implementados por uma equipe, e tenham seus resultados apresentados.
Want to learn how to listen effectively? Wondering how to improve your active listening skills? Find out the 10 steps to listening greatness by viewing this presentation.
Questions? Tweet @AngelaLaGamba.
This document provides guidance on how to effectively evaluate speeches to benefit speakers and help them improve. It recommends that evaluators provide immediate feedback, offer methods for improvement, and build self-esteem. The evaluator should discuss the speech objectives with the speaker beforehand, take notes during the speech, choose words carefully, and focus on evaluating the speech rather than the person. The evaluation should be upbeat, encouraging, and offer suggestions, while connecting to an opening statement, summarizing key points, and encouraging the speaker to apply what they've learned.
This document discusses how to effectively evaluate speeches to motivate speakers. It recommends that evaluators provide immediate feedback, methods for improvement, and maintain self-esteem. When evaluating, the evaluator should talk while the speaker listens. Evaluators should discuss objectives and guidelines with the speaker beforehand, take notes during the speech, and choose words carefully during evaluations to promote self-esteem while offering suggestions. Honest evaluations should be upbeat, encouraging, and offer ways to improve.
Slides from my "Art of Effective Evaluations" workshop given in June 2015. This is a part of the Toastmasters Success/Communication Series.
Instead of using the canned slides, I created my own presentation based on my 16 years of experience as a Toastmaster where I've given over 250 evaluations, and heard at least 2,000.
The document outlines the roles and responsibilities of club officers in a Toastmasters club. It discusses what each officer should do at club meetings and outside of meetings to ensure the club runs effectively and supports members' communication and leadership development. Key responsibilities include planning educational programs, managing membership, conducting meetings, and overseeing club administration and finances. The overall goal is to provide a supportive learning environment and achieve the Toastmasters mission.
SU Toast Club Successful Leadership WorkshopSung-Jin Kim
The document outlines the roles and responsibilities of club officers in Toastmasters, including the president, VP education, VP membership, VP PR, secretary, treasurer, and sergeant at arms. Key responsibilities include planning meetings, managing membership, overseeing the educational program, communicating with members, and ensuring smooth club operations. The goal is to provide leadership that supports member growth and a positive learning environment.
The document discusses the importance of team and leadership training for Toastmasters club officers. It outlines the goals of the Distinguished Club Program and describes the roles and responsibilities of various club officer positions, including the president, vice president education, vice president membership, secretary, treasurer, sergeant at arms, and vice president public relations. Achieving the goals of the program requires effort and collaboration across all officer roles.
This document provides an overview of Toastmasters International and the Word Weavers Toastmasters club. It outlines that Toastmasters was established in 1924 and has over 270,000 members in over 13,000 clubs worldwide. The document then describes the educational system and communication/leadership awards program, as well as logistics about the Word Weavers club meetings and roles. It emphasizes the benefits of Toastmasters for improving communication and leadership skills.
This document provides guidance and information for judges in Division 'D' speech contests. It outlines the role of speech contests in Toastmasters, types of contests, eligibility rules, guidelines for chief judges, contest procedures, and judging tips. Contest judges are instructed to study contest rules thoroughly, avoid bias, support contest procedures, and select winners based solely on speech performance. The document aims to help judges understand their role in ensuring fair and impartial judging.
A club coach provides direction, advice, and leadership to a Toastmasters club by building it up, boosting morale, and offering support. A coach works with the club president to observe issues, create an action plan to address them, and help the club resolve problems related to meeting location, timing, agendas, recruiting new members, and publicity. With a coach's guidance, a club can become distinguished by improving these areas together.
Contest Judging Workshop Guide + Handbook In Landscape ModeBob Turel
1. Contest judges must remain impartial and avoid any real or perceived biases. They should not compete or hold offices that could influence judging and must keep ballots private.
2. Technical issues during contests should be addressed through backup devices and procedures to ensure a fair competition continues.
3. Protests must be brought discreetly and directly to the chief judge with evidence, and corrections can only be made before results are announced. Ballots must follow rules to be valid.
This document provides guidance for serving as a chief judge for a Toastmasters speech contest. It outlines the chief judge's responsibilities, which include coordinating with the contest chair, selecting and briefing other contest officials, overseeing the contest, and handling protests or questions. A timeline of tasks is presented, along with details on selecting judges, conducting briefings, counting ballots, determining winners, and completing paperwork. The document aims to prepare potential chief judges for their role in running a fair speech contest according to Toastmasters rules and procedures.
Personalized slideshow to accompany Toastmasters presentation "Evaluate to Motivate" before Toastmasters club 8731, Tenacious Talkers, in Lakeport, Calif.
This study analyzed monthly trends in rates of chlamydia and gonorrhea diagnosis over 57 months using North Carolina surveillance data. For the college-aged group (19-22), diagnosis rates were significantly higher in March compared to other months. This suggests targeting education and prevention efforts before March may help reduce infections. Further research is needed to understand if this pattern reflects natural disease variation or testing behavior.
The document provides an overview of the key responsibilities and duties of a Toastmasters club treasurer. The treasurer is responsible for overseeing club finances, including collecting membership dues, paying bills, and keeping accurate financial records. They must submit membership renewals twice yearly, pay all financial obligations to Toastmasters International, and prepare quarterly financial reports. Maintaining the club bank account, budgeting, and reconciling expenses are also among the treasurer's major responsibilities. The document outlines various resources available to support the treasurer's role.
Toastmasters Evaluate to Motivate -- Educational SessionVinod Mehra
This document provides guidance on how to effectively evaluate speeches in Toastmasters. It discusses the objectives of evaluation which are to provide instant feedback, identify areas for improvement, and build self-esteem. It recommends listening skills, impromptu speaking, note taking, observation, critical thinking, empathy, storytelling, and leadership as skills to focus on in evaluations. The document outlines techniques for conducting evaluations including being analytic, recommending improvements, using techniques, and providing a summation. It emphasizes giving honest, helpful, inspiring, necessary, and kind feedback to motivate speakers.
A Club Coach is an experienced Toastmaster who volunteers to help struggling clubs with 12 or fewer members. The Club Coach is assigned by the Area Governor to assist the club in raising membership and achieving distinguished status. As Club Coach, the Toastmaster helps assess issues, provide recommendations, and instill enthusiasm to help the club grow. Serving as a Club Coach provides credit toward the Advanced Leader Silver award and benefits clubs by providing guidance for rejuvenation.
The document outlines the rules for students in the computer lab, including coming prepared to work, no food or drink, walking quietly to seats, not banging keyboards or touching other students' computers, asking for help by raising the orange strip, sitting safely in chairs, following the acceptable use policy, and potential consequences for not following rules like warnings and timeouts. Students are rewarded for following rules with extra game time or helping the teacher, and asked to exit programs and leave areas clean for the next class at the end of lab time.
O documento discute o programa High Performance Leadership da Toastmasters, que ajuda os membros a desenvolver competências de liderança e gestão de projetos através da implementação e conclusão de projetos. O programa inclui níveis de liderança avançada e requer que os projetos sejam planejados detalhadamente, implementados por uma equipe, e tenham seus resultados apresentados.
Want to learn how to listen effectively? Wondering how to improve your active listening skills? Find out the 10 steps to listening greatness by viewing this presentation.
Questions? Tweet @AngelaLaGamba.
This document provides guidance on how to effectively evaluate speeches to benefit speakers and help them improve. It recommends that evaluators provide immediate feedback, offer methods for improvement, and build self-esteem. The evaluator should discuss the speech objectives with the speaker beforehand, take notes during the speech, choose words carefully, and focus on evaluating the speech rather than the person. The evaluation should be upbeat, encouraging, and offer suggestions, while connecting to an opening statement, summarizing key points, and encouraging the speaker to apply what they've learned.
This document discusses how to effectively evaluate speeches to motivate speakers. It recommends that evaluators provide immediate feedback, methods for improvement, and maintain self-esteem. When evaluating, the evaluator should talk while the speaker listens. Evaluators should discuss objectives and guidelines with the speaker beforehand, take notes during the speech, and choose words carefully during evaluations to promote self-esteem while offering suggestions. Honest evaluations should be upbeat, encouraging, and offer ways to improve.
Slides from my "Art of Effective Evaluations" workshop given in June 2015. This is a part of the Toastmasters Success/Communication Series.
Instead of using the canned slides, I created my own presentation based on my 16 years of experience as a Toastmaster where I've given over 250 evaluations, and heard at least 2,000.
The document outlines the roles and responsibilities of club officers in a Toastmasters club. It discusses what each officer should do at club meetings and outside of meetings to ensure the club runs effectively and supports members' communication and leadership development. Key responsibilities include planning educational programs, managing membership, conducting meetings, and overseeing club administration and finances. The overall goal is to provide a supportive learning environment and achieve the Toastmasters mission.
SU Toast Club Successful Leadership WorkshopSung-Jin Kim
The document outlines the roles and responsibilities of club officers in Toastmasters, including the president, VP education, VP membership, VP PR, secretary, treasurer, and sergeant at arms. Key responsibilities include planning meetings, managing membership, overseeing the educational program, communicating with members, and ensuring smooth club operations. The goal is to provide leadership that supports member growth and a positive learning environment.
This document discusses strategies for sustaining membership in Rotaract clubs. It identifies six key steps: identify, invite, introduce, induct, inform, and involve. New members should be identified based on their talents and interests. They should then be invited to club meetings and events. The club's functions and members' duties should be properly introduced. New members should be made to feel happy and encouraged by giving them responsibilities and valuing their opinions. Members should be kept informed about Rotaract through orientation and clear communication. Finally, new members should be involved in activities related to their interests and expertise to keep them engaged.
This document discusses characteristics of an excellent Lions club and how clubs can improve effectiveness. It identifies key elements like strong service projects, communication, membership growth, leadership training, and club development. Clubs are encouraged to evaluate these areas through a member satisfaction survey and identify resources to support improvement.
The survey results show that on the whole, members feel welcome and comfortable sharing concerns with leaders. They enjoy weekly meetings and find the time and location convenient. However, members want improvements in meal quality, variety and cost. They also want more Rotary content, service opportunities, fellowship, and better speaker selection. The committee recommends addressing these areas, including appointing committees to improve meals and speakers, and developing strategic plans for service, fellowship and increasing membership.
- Toastmasters International is a nonprofit organization established in 1924 that provides a platform for people to become more confident speakers, communicators, and leaders through structured activities.
- Gavel Clubs are student affiliates of Toastmasters that deliver the Toastmasters experience to members under 18. They must be approved by their host institution and adhere to Toastmasters programs and procedures.
- Standard Gavel Club meetings include prepared speeches, evaluations, and impromptu Table Topics speeches. Members serve in roles like Toastmaster and evaluators to provide feedback and leadership experience.
Toastmasters is a nonprofit educational organization that teaches public speaking and leadership skills through practice and mentorship. Members learn by attending weekly meetings to take on roles like giving speeches, evaluating others, or leading discussions. The organization provides step-by-step communication and leadership programs comprising manuals and projects. Members work through these at their own pace while gaining confidence, skills, and professional connections. Toastmasters clubs are led by officer roles and follow a regular agenda at low-cost meetings designed to be supportive learning environments.
This document provides an overview and agenda for Vice President Membership training. It begins with introductions and then covers the responsibilities and role of the Vice President Membership. This includes recruiting new members, conducting membership contests, assisting guests, and processing applications. It also discusses fulfilling the role both during and outside of club meetings through activities like membership building programs, goal promotion, and executive committee meetings. The document provides resources for VPMs and discusses getting started in the role through orientation, reading materials, and forming a membership committee.
Toastmasters is a global nonprofit organization that helps people improve their communication, public speaking, and leadership skills. Members learn these skills through "learn by doing" workshops where they practice giving speeches and fulfilling meeting roles each week. The educational program provides manuals to guide members' learning in the areas of communication and leadership. Meetings involve prepared speeches, impromptu speaking, and feedback sessions. Members advance through the program at their own pace while gaining confidence, communication skills, and experience in a supportive environment.
Rotary District 9465: 2014 15 Assembly President Elect & Club Service HandoutKero O'Shea
This document provides information for Rotary club presidents-elect on their roles and responsibilities. It outlines the duties of various club service positions like the sergeant at arms, attendance officer, and bulletin editor. It also discusses planning for the upcoming Rotary year, including selecting committee members, developing goals and initiatives, and working with the district governor. The document emphasizes effective strategic planning and clear communication between club leaders to support clubs and focus on humanitarian service.
Rotary District 5340 2014 District Assembly - Membership Attraction & RetentionRD5340Membership
This document provides information and strategies for attracting and retaining members in Rotary clubs. It discusses the importance of clubs knowing their mission and communicating their passion. Membership strategies include re-branding, re-tooling, and re-engaging current members. Ideas are presented for finding new members through various initiatives like open houses, connecting to community leaders, and youth service projects. Retaining members is also key, and tips discussed include mentoring new members, giving members responsibilities, and ensuring they understand Rotary's purpose through educational activities.
This document discusses challenges clubs face in achieving their goals in Toastmasters and suggests ways to overcome those challenges. It addresses common problems with members completing the Competent Communicator, Advanced Communicator, and Leadership programs. Suggestions include assigning mentors, using buddy systems, clearly identifying goals, and promoting leadership opportunities. The document also provides strategies for increasing new members, improving administrative functions like officer lists and dues, and utilizing tools to better plan and track members' progress. The overall message is that clubs should get to know members' individual goals and help members support each other to achieve both personal and club objectives.
Toastmasters' Club Officers Training (COT) - President's role.Renaat Toppets
This document outlines the role and responsibilities of a Toastmasters club president. It begins with an agenda for a club officer training session, including defining the president's role as the CEO responsible for fulfilling the club's mission of providing members with a supportive learning environment. Key responsibilities are detailed, such as planning club meetings, representing the club at council meetings, appointing committees, and overseeing the executive committee. Resources for presidents are also listed, such as attending training, reading materials, and meeting with outgoing and current club leaders.
The document provides guidance on developing an action plan to achieve membership growth for a Rotary club. It emphasizes getting buy-in from the entire club, selecting a strategy, preparing the plan with the membership committee, inducting new members, reviewing results, and revising the plan. Key elements include setting goals, identifying activities and tasks, assigning responsibilities, and tracking results. The overall message is that an effective membership growth plan requires commitment from the entire club and an ongoing process of implementation, evaluation, and improvement.
This document provides guidance on how to support Rotary clubs. It recommends that club support officers be available and approachable, visit clubs regularly, give attention to strengthening weak clubs, and tailor support based on each club's strengths and needs. It also discusses how to help clubs develop strategic plans, communicate openly, involve members, develop leaders, and monitor progress using Rotary Club Central. The goal is to help clubs become more vibrant by engaging members and conducting meaningful projects.
Distinguished Club Program - Club Success Plan June 2013tmd55
This document outlines the goals and strategies for achieving club success in Toastmasters. It discusses developing a club mission and vision through member involvement. Clubs should create a success plan with specific, measurable goals and monitor progress. The plan addresses achieving educational awards for members and officer training to meet the goals for Distinguished Club recognition, which requires maintaining membership levels and completing objectives by June 30 each year. Officers are responsible for implementing the success plan and reviewing accomplishments annually.
The Rotary Club of North Raleigh has established an alternative meeting day and time in order to increase the options available for our members to serve their community and find fellowship. This presentation describes the new meeting purpose and format.
The document discusses NSU club activities and their impact on students based on research conducted. Key findings include:
- Both members and non-members believe clubs help develop skills like leadership, communication and networking which benefit career applications.
- Most members and non-members think club activities can affect academics to some extent due to class timing clashes with meetings.
- Club activities are seen as active by members while non-members view them as moderately active. Daily interactions help members develop socially.
- Events provide opportunities for members to enhance abilities and most joined clubs to gain knowledge and improve socialization, networking and communication skills.
This document provides an overview of Toastmasters for new members. It discusses that Toastmasters is a nonprofit organization that teaches public speaking and leadership skills through clubs worldwide. It describes the mission at the international, district, and club levels. Typical club meetings involve members giving speeches, fulfilling meeting roles, and providing feedback to one another. New members are expected to take on meeting roles, deliver speeches, and support/evaluate their fellow club members. The document directs members to resources like other club members, websites, and manuals for additional information.
Similar to Coaching Experience of Toastmasters International (20)
Seoul Toastmasters Club's Mentee Award CertificatesSung-Jin Kim
The document recognizes someone as a mentee for achieving their 3-by-3 educational and leadership goals by completing three speech projects from a communication manual and taking on three leadership roles at club meetings, as signed by the club president on a given date. It also recognizes the mentee for completing three speech projects from the communication manual at club meetings, achieving one of the educational goals, as signed by the club president on a given date.
Seoul Toastmasters Club's Mentor-Mentee's Program Guideline_Jan 2014 through ...Sung-Jin Kim
The 2014 Seoul Toastmasters Club's MnM's Program Guideline outlines a 6-month mentorship program between July and December 2014. Mentors will help mentees complete projects in the Competent Communication and Competent Leadership manuals. Mentees have a best-case goal of completing 2 tasks and 6 projects or an average goal of 3 projects in one manual or 3 leadership roles. Mentees will report monthly on their progress, and those completing their goals will receive certificates and prizes from the VP Mentorship team at award ceremonies in December 2014 and January 2015.
This document provides instructions for a master listener to write down things they liked from a meeting and to pick three questions to ask the audience in a question and answer format. The listener is asked to note things they heard and liked from the meeting participants and then generate three questions along with the corresponding answers to pop quiz the audience.
The document is a recording sheet for a meeting that tracks the word of the day, filler words used, and notable grammatical elements. It lists 15 participants and for each includes the word of the day used, filler words counted, and any interesting language or incorrect usage noted by roles for word master, ah-counter, and grammarian.
The document is a timer's report from April 28, 2011 that records the elapsed times and time requirements for 14 participants. For each participant, the report includes their name and records the role, elapsed time, and whether the time requirement was satisfied for two separate roles.
SU Toast Toastmasters' Hallowwen Theme Meeting AgendaSung-Jin Kim
The meeting agenda is for the SU Toast Club meeting on Tuesday, October 26th from 3:25 PM to 4:25 PM. The Halloween theme is "Ghost Story Telling". The agenda lists the roles for the toastmaster, invocator, humorist, table topics master, two prepared speakers giving speeches on "Get to the Point" from the Competent Communication manual, two evaluators, general evaluator, timer, ballot counter, master listener, master spotlight, and optional master sound effect. Ballots will be handed out to collect feedback on the best prepared speaker, best table topics speaker, and best evaluator. Feedback sheets will also be given to each prepared speaker.
SU Toast Toastmasters' Demo Meeting AgendaSung-Jin Kim
The meeting agenda lists the roles and schedule for the SU Toastmasters Club meeting on January 26, 2011. It includes two prepared speeches on assigned topics, evaluations of the speeches, and roles for the sergeant at arms, president, toastmaster, and other positions. The club will hold a business meeting following the scheduled speaking program.
SU Toast Toastmasters' Details in Meeting RolesSung-Jin Kim
This document provides an in-depth overview of the roles and responsibilities in a typical Toastmasters meeting structure. It describes 5 main roles: the Toastmaster, W.A.G. Master, Invocator, Humorist, and Table Topics Master. Each role has specific tasks to perform before, during, and after the meeting to ensure it runs smoothly and meets the goals of the Toastmasters program.
This document provides an in-depth overview of the roles and responsibilities in a typical Toastmasters meeting structure. It describes 5 main roles: the Toastmaster, W.A.G. Master, Invocator, Humorist, and Table Topics Master. Each role has specific tasks to perform before, during, and after the meeting to ensure it runs smoothly and meets the goals of the Toastmasters program.
Individual Evaluatioin Sheet_Version 2Sung-Jin Kim
1. The speaker evaluated Phil's talk positively and provided two recommendations to make his future speeches even better.
2. Phil structured his speech with a clear introduction, body, and conclusion. His opening grabbed the audience's attention.
3. Phil appeared confident and ended his speech strongly, leaving the audience with a good impression.
This document contains Sung-Jin's evaluation notes for David's speech. It includes sections to note the speech title, date, objectives, and criteria for evaluating David's posture, gestures, body movements, facial expressions and eye contact. Sung-Jin provides positive feedback on David's opening, body structure, appearance and ending. Two recommendations are made to further improve future speeches with examples and reasons. The summary concludes that David's speech was commendable but could be enhanced by the recommendations.
A Poster of Get in the Cloud speech projectSung-Jin Kim
The Poster for use of visual aid while paying my visit to the Talk the Talk Toastmasters Club and presenting my Get in the Cloud speech project of Competent Communication Manual
At the VP Education Breakout Session hosted by Toastmasters Leadership Institute; Summary of mine in 2011 Club Officer Training sponsored by District 65 of Toastmasters International
The document summarizes key points from a session on running effective club meetings:
- Maintain a consistent meeting structure and format each time to provide clarity for members and guests. Explain each role as you progress through the meeting.
- Ensure new members and guests feel welcomed and guided through the meeting by experienced members.
- Motivate continued participation by focusing feedback on speakers' strengths rather than mistakes, keeping the tone fun, and setting attainable group goals like a Distinguished Club Program.
The speaker hears a "Guff-Guff" sound from their dog neighbors at midnight, which makes them think of drinking water and getting a stomachache. At another midnight, they hear a "Ni-how" cat sound that makes them think of greeting their neighbor in Chinese. An early morning "Micok-Micok-Micok" frog sound makes them think of trying to become a club officer. Finally, a "Go–Ku-Ku-ku-ku" rooster noise nostalgically makes them think of calling old friends. The speaker suggests editing surrounding noises into familiar
This document summarizes a Toastmasters meeting on the topic of perceptive communication and reflective listening skills. It discusses mindfulness, being present in the moment, and listening for feelings, values, and issues. Examples are provided to identify feelings, values, and issues in conversations. The purpose is to develop ways to be mindful and pull oneself into the present. Emotional intelligence skills like self-awareness and empathy are also discussed. References for further information on reflective listening skills and mindfulness are included.
This document provides guidance for participating in a role play phone interview simulation. It outlines the setup, with two seats facing opposite directions for the candidate and hiring manager. It emphasizes remembering what the manager wants to hear and check during the interview. The goal of a prescreening phone interview is elimination. Candidates should finish answers within 1-2 minutes, get to the point succinctly, and be energetic without visual cues. Common questions asked include telling about yourself, weaknesses, teamwork, skills, likes/dislikes of previous jobs, typical days, long-term goals, and reasons for being hired.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Company Valuation webinar series - Tuesday, 4 June 2024
Coaching Experience of Toastmasters International
1. Our Toastmasters Club Coach Experience
Jennifer Power, the Club Coach for UCF Toastmaster Club
1. Fact Sheet
1) Start Month: June, 2010
2) Regularly Participating Members: 7
3) Meeting Frequency: twice a month
4) The meeting place is surrounded by Syracuse University residence area; however, hard to access.
5) Club’s Area Governor: Bill Spizuoco, Area 13
2. Observation and Suggestions
1) Members’ Spirit
Initial assessment (poor) midway assessment (gradually picking up?)
Suggestions to boost members’ spirit:
Not initially getting involved by herself in duty roster getting involved regularly in duty roster
midway through
2) Proficiency in Conducting Meetings
Initial assessment (discouraging) midway assessment (?)
Suggestions to run meeting effectively:
Asked all members to visit other Toastmasters Clubs together along with club coach;
Asked them to acknowledge both strengths and weaknesses;
Any other method?
3) Membership Drive
Initial assessment (discouraging) midway assessment (slowly brining a few guests?)
Suggestions to attract guests:
Asked them to bring guests;
Any other method?
4) Membership Due Status Report
Initial assessment (?) midway assessment (?)
Suggestions to keep track of members’ dues:
Any method?
5) Cooperation with Area Governor
Governor’s Initial involvement (?) his/her midway involvement (?)
Suggestions to build a Rescue Team with Club Coach to Rebuild the Membership:
Any method?
2. Our Toastmasters Club Coach Experience
Sung-Jin, Kim, the Club Coach for Liverpool Linguist Toastmaster Club
1. Fact Sheet
1) Start Month: June, 2010
2) Regularly Participating Members: 7
3) Meeting Frequency: twice a month
4) The meeting place is at church right across Liverpool Public Library; easy to access
5) Club’s Area Governor: Liliya Lifanova, Area 19
2. Observation and Suggestions
1) Members’ Spirit
Initial assessment (poor) midway assessment (gradually picking up)
Suggestions to boost members’ spirit:
Not initially getting involved by herself in duty roster getting involved regularly in duty roster
midway through by the members’ request (I have been doing whichever role they ask for me to
do in meeting agenda; i.e., so far, three times for speech evaluation, one time for general
evaluation. The only exception was when I gave my speech voluntarily for the purpose of
making use of club coach program at the joint meeting with Select Club on Wed., July 28.)
2) Proficiency in Conducting Meetings
Initial assessment (discouraging) midway assessment (?)
Suggestions to run meeting effectively:
Asked club officers to visit other Toastmasters Clubs together without club coach;
Encouraged them to come to the club officers trainings by telling huge benefits for their sakes;
Emailed them my summary for “Effective Club Meeting” hosted by Sean Becker in Empire
Statemen Club, at the Club Officers training on Sat., July 17;
(The VP of Education was not able to come to the training and the club officers who came there
participated other TLI sessions other than “Effective Club Meeting.”)
Asked them to acknowledge both strengths and weaknesses in meeting structure;
Asked them to come up with fun factor that they can incorporate into meetings such as theme
meeting or thematic table topics, etc.
3) Membership Drive
Initial assessment (discouraging) midway assessment (gradually picking up)
Suggestions to attract guests:
Asked them to bring guests;
Urged them to create both Facebook Group link and LinkedIn link;
Encouraged them to promote regular and special meetings such as demo meeting or joint
meeting with Select Club (same area 19), more to the solo demo meetings, while less to the
joint meetings;
Asked them to update the club website;
Asked them to bring fun factor in meeting structure and constantly execute it
4) Membership Due Status Report
3. Our Toastmasters Club Coach Experience
Initial assessment (mismatched number of paid members for how long) midway assessment
(certain number of paid members for how long)
Suggestions to track of members’ dues:
Asked them to gather accurate member list of paid members and starting due date as well as
ending due date;
Asked them who is actively coming to the regular meetings and who’s not;
Asked them to contact in person the non-current members who are not coming to the regular
meetings and ask their intention to renew the dues when their dues end;
Given their reports to me, I summarized and simplified their most up-to-date members due
roster in MS-Word file format, then sent it to VP of Membership as well as District 65 Governor.
5) Cooperation with Area Governor
Governor’s Initial involvement (No) his/her midway involvement (Yes)
Suggestions to build a Rescue Team with Club Coach to Rebuild the Membership:
Initially and currently did not ask and are not asking the area 19 governor to come to the
meeting regularly.