YOUR DUTIES AND RESPONSIBILITIES



TOASTMASTER

MEETING ROLES & RESPONSIBILITIES

During your Toastmasters experience, you will have opportunities to serve in many capacities. By participating in all functions, you will receive a well-rounded experience in communication and leadership.

When you are scheduled to be on the agenda, refer to the appropriate section of this handout, and you will not only know what is expected of you, but you will also be able to perform that function with confidence.

SERGEANT-AT-ARMS (SAA)

Sergeants-at-Arms are the “eyes, arms and legs” of the Club – an essential link in the chain of players.

Prior to Meeting

• Arrive early to arrange chairs, display club property and supplies

• Ensure that other members who might be helping with chair arrangements place chairs in the more intimate “soft” U-shape rather than austere classroom style; keep chairs closer to lectern in view of poor sound at back of room

• Be sure that any requested props are on hand

• Provide Ah Counter and Timer with worksheets and timing device

• Help greet visitors on arrival, ensuring that they sign Guest Book, and introducing them to members with whom they might sit

At the Meeting

• With authoritative knock of gavel, boldly introduce yourself by name and title; wait for silence, call Meeting to Order, and lead with the Pledge of Allegiance followed by audible introduction of President

• At least one SAA should sit at back of room to greet and seat late-coming guests

• Provide President with Icebreaker Pins where necessary and Ballot Counters with ribbons

• Be available to move/replace props

After the Meeting

• Supervise return of room to original condition

• Collect and store all club property and supplies

VICE PRESIDENT OF EDUCATION

Prior to Meeting

• To make certain that members are aware of their meeting assignments/responsibilities.  And that any last minute changes to the agenda are made (in conjunction with the Toastmaster).

• To complete the agenda & bring to the meeting or make arrangements to have it printed and brought to the meeting. 

At the Meeting

• To sign off on the speeches in the Manual for the Prepared Speakers.

•  Solicit speakers for next meeting

After the Meeting

• Prepare agenda for next meeting.

PRESIDENT

Prior to Meeting

• Advise and oversee all aspects of running the Toastmasters Club

At the Meeting

• Give welcoming remarks, introduce guests and run business meeting

• Induct new members when needed

• Give overall meeting evaluation and comments at the close of the meeting

After the Meeting

• Hold Officer Meeting

ALL MEMBERS

• Bring your CC Manual when you give a prepared speech and have the assignment signed off by the VP of Education

• Bring your CL Manual and give the Manual to a fellow Toastmaster to evaluate you silently (in the manual) for your assigned meeting role.

• Sign-up for Speeches and Meeting Roles

TOASTMASTER (TM)

One of the most stimulating educational experiences you’ll have as a Toastmaster takes place when you assume the chair as Toastmaster and conduct a meeting. This assignment should not be given until you’ve made at least three Manual speeches.

The primary duty of the Toastmaster is to act as a genial host, introducing the speakers in such a way that the audience will listen with attention and anticipation. An effective Toastmaster creates an atmosphere of interest, expectation and receptivity.

To do this, avoid long introductions and seek variety in form.

Don’t include lots of biographical details about the speakers and don’t make the speech for them. Don’t tell stories that might embarrass the speakers. Just be friendly and enthusiastic, and help the speakers get off to a good start.

Don’t use the same formula for all introductions. Vary your format. “I take pleasure in introducing . . .” may be acceptable once or “We have with us today... “ Don’t use the same set of words more than once during the meeting. Be complimentary in a dignified way. Don’t be “flowery” in your praise. Be brief.

When you are presented as Toastmaster, begin with “Mr. President” or “Madame President” and after briefly thanking the presiding officer, begin by saying a few words about the nature of the program. Whet the appetites of the audience for what is to come, then introduce the first presenter, making sure that you:

• Announce the subject clearly. If it’s a Manual speech, be sure to tell the audience which assignment is being presented and the objectives.

• Announce the speaker’s name clearly

• Remain standing near the lectern after your introduction until the speaker has acknowledged you and assumed control of the meeting. Then take your seat.

When the speaker has concluded, refrain from making extensive comments on what was said. A brief word of appreciation is appropriate, not a lengthy review. Proceed with your introduction of the next speaker.

At the conclusion of the program, briefly thank the speakers, and then return control of the meeting to the President. When doing this, avoid saying “I now turn the meeting over ... “because it isn’t upside down. You may “yield control” “return control, or “surrender the gavel” without an “overturning”. A simple “Madame President” or “Mr. President” is sufficient.

Preparation:

• By the Wednesday before the meeting, obtain list of players from VP OF EDUCATION so that you can use weekend to begin making calls to determine whether all speakers are confirmed and what alternates are needed. Very important that you call alternates immediately dropouts are known so alternates are given reasonable time to prepare. When leaving messages, state specifically your reason for calling and ask that a definitive reply be left if the TM is not reached in person. This eliminates unnecessary repeated calling that accomplishes nothing.

• Calling responsibilities are shared between TM and the General Evaluator. TM calls Gen Eval as soon as TM has list of players from VP OF EDUCATION, giving Gen Eval the names of Evaluators and reporters.

• You are responsible for confirming with: Gen Evaluator, Speakers/Alternates, Word, Joke and Table Topics Masters, and Video Master.

• Once all confirmations have been received, TM and Gen Evaluator match evaluator with speakers, with help from VP OF EDUCATION, if necessary.

• By end of day Tuesday, TM provides VP OF EDUCATION with complete list of confirmed players, speech ## and titles for preparation of agenda.

• TM provides the Table Topics Master with a list of meeting participants to ensure that these people will not be called upon for Topic responses.

• Remind the Table Topics Master that he/she is responsible for refreshments.

• TM and General Eval responsible for finding replacements if players drop out after confirmation

Your assignment as Toastmaster requires careful preparation in order to ensure a smoothly run meeting.

TOASTMASTER . . .

At the Meeting

• Arrive early with your own hard copy of agenda obtained electronically from VP OF EDUCATION (just in case agenda arrives late for meeting).

• Check that all listed participants are indeed present. If not, speedily find replacements prior to start of meeting and note changes on agenda.

• At very start, advise audience of any changes to printed agenda.

• Sit close to the lectern and have your speakers do likewise for quick and easy access to the lectern.

• Briefly introduce speakers, remembering to give audience the objectives of each speech before its delivery. Should the TM neglect to give objectives prior to speech, then the speech Evaluator must by all means do this before evaluating the speech

Special Note:

Important that you learn beforehand which presenting face goes with what name. Essential to check pronunciation of names with individuals prior to meeting so those names are pronounced correctly and apologies are made unnecessary. Bear in mind that as communicators, it’s not only important to learn people’s names but it is inexcusable to repeatedly mispronounce that name once it is learned.

The key to effectively running your meeting is to prepare, prepare, prepare. Adherence to these guidelines will ensure that with confidence you professionally carry your meeting to its conclusion, leaving you with a feeling of satisfaction that you gave your best possible.

And, remember, a sense of humor always, always helps!

WORDMASTER

You are charged with taking members beyond the elementary “but, if, and . . .” while at the same time, presenting a word that can reasonably easily be woven into their presentations. The purpose is to introduce a new word to members, thus building vocabulary.

Prior to the Meeting

• Select a “Word of the Day”. It should be a word that will help increase our vocabulary – a word that can easily be incorporated into everyday conversation, but which is different from the way we usually express ourselves. An adjective or adverb is suggested since they are more adaptable than a noun or verb, but feel free to select your own word.

• In letters large enough to be seen from the back of the room, PRINT your word, the part of speech and a brief definition. Prepare a sentence as an example of how to use your word

At the Meeting

• Place your visual aid at the front of the room and even around the room, where it can be seen by all.

• When introduced, announce the word, state its part of speech (adj., etc.), define it, use it in a sentence and request that everyone speaking during any part of the meeting, use it.

|Penultimate |

|PEN.UL.TI.MATE |

|Adjective |

|Meaning: next to the last |

| |

|Sample sentence: |

|In the penultimate chapter of his book, General Colin Powell refers to a visit to|

|his native Jamaica. |

JOKEMASTER

As Jokemaster, your responsibility is to bring your audience one to two minutes of mirth while paying special attention to good taste and sound judgment. The key is to KNOW YOUR AUDIENCE. Adhere to Toastmasters policy – avoid politics, religion, sex, ethnic jokes that stereotype any segment of society.

If you are at all apprehensive about your choice of joke, please consult with your Mentor or a ‘seasoned’ member for guidance prior to meeting date.

Prior to Meeting

• Select a suitable joke that can be told in a minute or two

• Consult with a mentor for his/her comments prior to the meeting date, not minutes before meeting starts.

At the Meeting

• When introduced, don’t offer a preamble about being sensitive to others, not wanting to offend, etc. These are a given. Having done your homework, your audience expects you to be confident in the content and delivery of your presentation. Launch directly into your presentation, give the punch line and return control to the Toastmaster while your audience, hopefully, howls with laughter.

GENERAL EVALUATOR

The General Evaluator is just what the name implies – an evaluator of anything and everything that takes place during the meeting. You are responsible for the evaluation team – i.e., the evaluators, grammarian, “ah” counter, timer, and ballot counters.

Preparation

• By the Wednesday before the meeting, obtain list of players from Toastmaster. Calling responsibilities are shared between you and the Toastmaster.

• You make confirming calls to Grammarian, Timer, Ah & Ballot Counters, and Evaluators. You then provide these confirmed names to the TM by end of day Thursday.

• Along with TM, you match evaluator with speakers, with help from VP OF EDUCATION, if necessary.

• Call all evaluators to brief them on their job and to inform them whose speech they’re evaluating. Recommend that each evaluator call his/her speaker to talk over any special evaluation requirements suggested in the Manual for the speech. Emphasize that in the act of evaluating, the self-esteem of the speaker should be preserved or at least enhanced.

• You and the TM are responsible for finding replacements if players drop out after confirmation.

At the Meeting

• Arrive early with their own hard copy of agenda obtained electronically from VP OF EDUCATION (just in case agendas arrive late for meeting).

• Check that all listed reporters are indeed present. If not, speedily find replacements prior to start of meeting and advise TM of changes.

• Sit near the back of the room to allow yourself full view of the meeting and its participants.

You are entirely responsible for evaluation portion of meeting. Take notes on everything that happens (or doesn’t but should). For example: Is the club’s banner, educational material, etc. properly displayed? If not, why not? Were there unnecessary distractions that could have been avoided? Create a checklist from which you can follow the meeting. Did the meeting, and each segment of it, begin and end on time?

• Cover each participant on the agenda – from the opening Pledge to the last report.

• Look for good and unacceptable examples of preparation, organization, delivery, enthusiasm, and general performance of duties.

• Remember, you are NOT to reevaluate the prepared speeches, though you may wish to add something that an Evaluator may have missed.

• Wrap up by giving your general evaluation of the meeting, using the notes you took as suggested above.

o Important that you bear in mind that your evaluation of the meeting includes an evaluation of the evaluators' performance. You may comment on the quality of evaluations. Were they positive, upbeat, helpful? Did they point the way to improvement?

• At conclusion of reports, return control to the TM.

Special Note: Important that you learn beforehand which presenting face goes with what name. Essential to check pronunciation of names with individuals prior to meeting so those names are pronounced correctly and apologies are made unnecessary. Bear in mind that as communicators, it’s not only important to learn people’s names but it is inexcusable to repeatedly mispronounce that name once it is told to you.

The key to effectively running the evaluation portion of the meeting is to prepare. Adherence to these guidelines will ensure that with confidence you professionally carry the evaluation segment its conclusion, leaving you with a feeling of satisfaction that you gave your best possible. And, remember, a sense of humor always, always helps!

TABLE TOPICS MASTER

The Table Topics session is the portion of the meeting that strives to ensure that most members speak at a meeting. The purpose of this session is to have members “think on their feet” while speaking for a minute or so.

The Table Topics Master prepares and issues topics; originality being highly desirable. Each speaker may be given an individual subject or a choice of subjects may be presented from which each member draws at random.

Preparation

• Check whether a theme is scheduled. If so, prepare topics to carry out that theme. If no theme is scheduled, choose a variety of topics. Review “The Toastmaster” and other publications for ideas. DO NOT repeat the previous week’s topics ideas or items.

• Find out who the meeting participants are so you call on the other members FIRST. Only if time permits at the end of the T/T session, should you call on meeting participants (speakers last), or if there’s a shortage of members present.

• When choosing your topics, select topics that will inspire participants to give their opinions. Don’t make a question too long or complicated. Phrase your questions in such a way that speakers will readily know what you want them to talk about.

• Keep your comments SHORT. Your job is to give others a chance to speak, not to give a series of mini-talks yourself.

• Remember, Table Topics has a two-fold purpose. First, to give those not on the agenda an opportunity to speak and, secondly, to get people to learn to “think and speak on their feet”.

Note:

As Table Topics Master, you are responsible for providing refreshments ($10-$12 total) for reimbursement by the Treasurer. Please make every effort to present refreshments in an appealing manner – at the very least emptying contents of packages into plates or platters.

During the Meeting

• When introduced, briefly state the purpose of Table Topics if the Toastmaster has not done so.

• Set the stage for your Topics program. Keep your remarks brief but enthusiastic. Be sure to encourage the use of the “word of the day”.

• Keep the session rolling; be certain everyone understands the maximum time they have for response and how the timing lights/device works.

• State the question briefly – then call on a respondent. This serves two purposes: First, it holds everyone’s attention – each is thinking of a response should he/she be called; and second, it adds to the value of the impromptu element by giving everyone an opportunity to improve his or her “better listening and thinking” skills.

• Call on speakers at random, making every effort to address members by NAME. Avoid going around room in the order in which people are sitting. Don’t ask two people the same question unless you ask specifically to give the “pro” or “con” side.

• Watch your total time! Check with TM for total time allotted to Topics and adjust the number of topics to end your segment on time.

SPEAKER

A major portion of each meeting is centered on three or more speakers. These speeches are based on Manual project objectives and should last from five to seven minutes for the basic Manual and eight or more minutes for the advanced Manuals. You are expected to adhere to these time requirements and in no circumstance dictate your own preferred time to the Timer.

Preparation is essential to success when you are a speaker.

Prior to the Meeting

• Be proactive by confirming with the Toastmaster that you will indeed be speaking; provide speech #, title and time requirement.

• Present speeches in numerical order – thus building on each acquired skill.

• In selecting topics, KNOW YOUR AUDIENCE. Avoid hotly debated issues of religion, race, politics and sex.

• Find out from Gen Evaluator the name of your evaluator. Speak with this person and share your speech goals and personal concerns. Emphasize where you feel your speech ability needs strengthening.

• Let the Toastmaster know how you would like to be introduced (briefly).

• Remember to bring your Manual with you.

At the Meeting

• Arrive early. Make “props” arrangements with Sergeant-at-Arms if necessary.

• Let the Toastmaster know that you are present

• Be sure to give your Manual to your Evaluator

• Sit near the lectern for quick and easy access

• Give your full attention to other speakers. Avoid studying your speech notes while someone else is talking.

• When introduced, smoothly leave your chair and move to the lectern

• Always acknowledge the Toastmaster and the audience (“Mr./Madam Toastmaster and Guests”)

• Plan your speech closing as carefully as your opening. It’s the finishing touch that will bring on the applause. This is your last chance to reach your audience, and it is a notice that your talk is ending.

• Never thank your audience, but return control of the meeting to the Toastmaster.

• Always wait for the Toastmaster at the lectern, acknowledge with a handshake, then return to your seat.

• During the evaluation of your speech, listen intently for helpful hints that will assist in building better speeches. Pay attention to feedback of other members.

After the Meeting

• Get your Manual from your evaluator. At this time, discuss any questions you may have concerning your evaluation to clarify any misinterpretations.

• Have the Educational Vice-President initial the Record of Assignment in the back of your Manual.

|Format of a Speech |

| |

|Introduction |

|A. Attention-grabber |

|B. Preview |

| |

|Discussion |

|Main Points |

|Logical Arrangement |

|C. Supported with Data |

| |

|Conclusion |

|A. Review |

|B. Memorable Statement |

EVALUATOR

After every speech, an evaluation is made. Once you’ve presented three speeches, you’ll be asked to return the gift of feedback to your fellow club members. In addition to your oral evaluation, you will give the speaker a written evaluation from the Manual.

Your evaluation can make the difference between a worthwhile and a wasted meeting for the speaker; the purpose being to help the speaker become less self-conscious. This requires that you become fully aware of the speaker’s skill level, habits and mannerisms, as well as his/her progress to date. If there’s a technique the speaker uses or some gesture that receives a good response from the audience, tell the speaker so he/she will be encouraged to use it again.

Prior to the Meeting

• Communicate with the speaker to confirm the Manual project he/she will be presenting. The ‘interview’ should include the goals of the speech and what the speaker hopes to achieve, in terms of reaching the audience. Find out exactly what skills or techniques the speaker hopes to strengthen through exercise.

• Evaluation requires exacting preparation if it is to be of value to the speaker. Review the objectives of the project as well as the evaluation guide in the Manual. Remember, the purpose of evaluation is to help members develop their speaking skills in various situations, including platform presentations, discussions and meetings.

• Achievement = the sum of ability and motivation. By actively listening and gently offering useful advice, you motivate members to work hard and improve. When you show the way to improvement, you’ve opened the door to strengthening the speaker’s abilities.

When You Enter the Room

• Look for the speaker and get his/her Manual

• Confer with the speaker one last time to see if he/she has any specific things for you to watch for during the talk.

At the Meeting

• Record your impressions of the speech in the Manual, along with your answers to the evaluation questions. Be as objective as possible. Remember that good evaluations may give new life to discouraged members and poor evaluations may dishearten members who tried their best. Always leave the speaker with specific methods for improving his/her speaking.

• When introduced, stand and give your oral evaluation report. Begin and end with a note of encouragement or praise. Though you may have written lengthy responses to Manual evaluation questions, DON’T read the questions or your responses. Your oral evaluation time is limited. Don’t try to cover too much in your talk – possibly one point on organization, one on delivery, and one on attainment of purpose with a statement about the speaker’s greatest asset and a suggestion for future improvement.

• Praise a successful speech and specifically say why it was successful.

• Don’t allow the speaker to remain unaware of a valuable asset such as a smile, a sense of humor, and a pleasing voice.

• Don’t allow the speaker to remain ignorant of a serious fault or mannerism. If it’s personal, write it down but don’t mention it aloud.

• Give the speaker the deserved praise and tactful suggestions in the manner you would like to receive them when you are the speaker.

After the Meeting

• Return the Manual to the speaker. Add a verbal word of encouragement to the speaker – something that was not mentioned in the oral evaluation,

|Your goal as an evaluator is to provide honest reaction to the speaker’s presentation in a |

|constructive manner, utilizing prescribed guidelines. |

GRAMMARIAN

Being Grammarian is truly an exercise in expanding your listening skills. Your responsibility is to listen and comment on the use of English during the course of the meeting.

Prior to the Meeting

Prepare a brief explanation of the duties of the Grammarian for the benefit of guests.

At the Meeting

• Throughout the meeting, listen to everyone’s word usage. Next to the appropriate name, record any awkward use or misuse of language (i.e., incomplete sentences, sentences that change direction midstream, incorrect grammar, etc.)

• Write down who used the Word of the Day (or a derivative thereof) and note those who used it correctly or incorrectly.

• When introduced, if the General Evaluator has not given an explanation of your role, briefly explain.

• When giving your report, instead of merely explaining what was wrong, offer the correct usage in every instance where there was misuse.

• Report on creative language usage – e.g., effective word imagery, use of adjectives, alliterations, metaphors . . .

|Think about this. . A discerning visitor may judge the standard of your Club by the |

|thoroughness of the Grammarian’s report |

AH COUNTER

The purpose of the Ah Counter is to note words and sounds used as a ‘crutch’ or ‘pause filler’ by anyone who speaks during the meeting. Words may be inappropriate interjections such as “and, well, but, so, you know”. Sounds may be “ah, um, er”. You should also note when a speaker repeats a word or phrase such as “I, I” or “This means, this means”.

Prior to the Meeting

Prepare a brief explanation of the duties of the Ah Counter for the benefit of guests.

At the Meeting

• Obtain the “Ah” log from the Sergeant-at-Arms

• Using the agenda, fill in names of participants

• Throughout the meeting, listen to everyone for “crutch” sounds and long pauses used as fillers and not as a necessary part of the sentence structure. Mark on your log how many crutch sounds or words each person used during all segments of the meeting.

• When introduced, if the Gen Evaluator has not explained your role, briefly do so before delivering your report.

TIMER

The Timer is the member responsible for keeping track of time. Each segment of the meeting is timed. The Toastmaster may call on you to explain the timing rules. One of the skills to be practiced in speech training is that of expressing a thought within a specific time interval. Your explanation of your duties and report to the club should be communicated clearly and precisely. This exercise is an excellent opportunity in practicing communicating instructions . . . something that we do every day.

Prior to the Meeting

• Get timing equipment and Timer’s Worksheet from the Sergeant-at-Arms

• Be sure you understand how to operate the equipment and make certain it is in good working order. If this is your first time as Timer, use your good judgment by arriving early so as to obtain help before the meeting starts.

• Sit where all presenters can easily see the signal device.

At the Meeting

• Throughout the meeting, signal each participant as indicated on your worksheet.

• Record each participant’s name and time used.

• When called, give report of each participant’s time.

After the Meeting

Return timing device to the Sergeant-at-Arms

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