The purpose of this manual is to assist you in your first year as a Toastmaster. It is our desire that you become an active, involved member of our Club as soon as possible. We want your Toastmasters' experience to be as rewarding and fulfilling a one as possible.
After your first year as a Toastmaster you should be well on your way to completing your "Communication and Leadership Manual" and should have assumed most, if not all, of the meeting roles. To assist you in this regard, this manual contains descriptions of the duties members assume in a typical Toastmasters' meeting. The information you need to complete the projects in the "Communication and Leadership Manual" is contained in a kit that you should receive shortly from Toastmasters International. The Club's Educational Vice-president will see that you are included in the meeting schedule as soon as possible and will assign you an experienced Toastmaster as mentor, if he has not already done so.
Whether you are a new or an old member, there are jobs in a Toastmaster's meeting that you are confident in doing and those that you are not! We all have fears, however, they should not keep us from doing a good job when asked to. One of the best ways to help yourself and others in the meeting is to do the very best job that you can.
This booklet is meant to give clear guidelines for doing just that! Every position from chair to speaker is important to your success because they provide experience in:
This is what Toastmasters is all about. Showing you how to do the job and to motivate you to go ahead and do it. The only way for you to grow is to get involved. The only way to improve is to step out of your comfort zone and accept positive evaluation on your performance, applying the suggestions given by your evaluators for improvement. Your commitment and participation will determine your success. The goal of this booklet is to see you succeed!
This manual is based on a web publication of Sylvia Fowler, ATM, and modified by Terry Hopkins and Ken Barr to express the personality of Surrey Toastmasters 2590 Club. This material can be amended and adapted as our Club feels the need to do so. Please forward changes, corrections or additions to the link below.
Regards,
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Every Surrey Toastmasters meeting has an agenda to give it form and order. The following agenda is a typical meeting. You can see that timing and preparation are indispensable for our meetings to run smoothly and effectively. By making yourself familiar with the flow of the meeting, an agenda helps you to be ready to do your part in a meeting and to help others do theirs.
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7:30 p.m. |
Sergeant at Arms: Opens meeting Introduces Guests & Chair |
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7:35 p.m. |
Chair Opening Remarks Program Changes Inspiration Introduce Duties Ah Counter Timer – brief, general explanation (don’t explain Table Topics timing) Grammarian General Evaluator Joke Master |
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7:45 p.m. |
Business/Education Session – conducted by Chairman or Educator, respectively. |
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Chair Introduces Table Topics Master Opening Remarks, Explanation of Session Calls on Timer to explain Timing for Session Table Topics SpeechesTimer's Report Call for vote for Best Table Topics Speaker Table Topics Evaluator - 5 min Announce Winner of Best Table Topics Award Control of meeting returned to Chair |
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8:30 p.m. |
Chair Calls for Break |
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8:40 p.m. |
Chair Calls Meeting to Order Introduces Toastmaster |
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Toastmaster Opening remarks Timer explains timing for speeches & evaluations Introduce Speakers Speaker #1 Speaker #2 Speaker #3 Call for vote for best Speaker Introduce Evaluators Evaluator #1 - 3 min Evaluator #2 - 3 min Evaluator #3 - 3 min Vote for Best Evaluator, including Table Topics Evaluator Timers Report for Speakers and Evaluators Awards for Best Speaker & Evaluator Meeting Control returned to Chair |
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9:15 p.m. |
Chair Requests Reports Ah Master Grammarian General Evaluator - 7 min |
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9:25 p.m. |
Comments from Guests Closing Remarks |
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9:30 p.m. |
Adjourn Meeting |
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It is the chairperson's job to ensure that the meeting is run in an effective and efficient manner. The chairperson makes sure that all of the positions for the meeting are filled and accounted for. It is also the chairperson's responsibility to set the tone for the meeting and to try and create an atmosphere of interest and excitement.
Call the Educational V-P for an updated agenda. Then call the Table Topics Master and Toastmaster early on in the week to make sure that they are fully aware of their duties and will be properly prepared for them on meeting night. The Toastmaster should phone all speakers and evaluators early in the week to encourage them to be properly prepared for the meeting and to gather material for introducing the speakers. Later on in the week, you can call the other meeting participants. Phoning in advance of the meeting helps ensure a good turnout of members prepared to perform their duties. Be prepared with introductions for the Toastmaster and Table Topics Master. Have some material ready that the Sergeant-at-Arms can use to introduce you. Check if there is any unfinished business from previous meetings to be discussed at this week’s business meeting. The Club Secretary should have this information in the minutes of previous meetings.
The chair should work with the Sergeant-at-Arms to ensure that all the guests have someone introducing them. The meeting should start and end on time. Control the meeting. Politely keep any distractions and side chatter to a minimum. You set the tone of the meeting by being positive. Always lead the applause for anyone coming up to the lectern and when going back to his or her seat. Pay attention to the program so that you can keep the meeting on time.
Ensure that explanations of duties from the various meeting participants come at the scheduled time and that reports are given when indicated on the agenda. Extend a handshake when relinquishing the lectern. Don't forget to get members to commit for positions for at least the next meeting, longer if possible. When closing the meeting, if time permits, ask guests for their comments.
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Near the beginning of each club meeting, there is a brief business session. From an educational point of view, the purpose of the business session is to give members an opportunity to learn how to conduct formal meetings and to learn something of the rules of parliamentary procedure. The business session also provides an opportunity to conduct the business of the club. The session consists of the following sequence of procedures:
It is very important to keep the business session within the time allowed. As Chairman, you should set the length of the business session and have the Timer sound the buzzer when the allotted time is over.
The purpose of the quorum requirement is to protect the rights of absent members. It is designed to ensure that a small number of members do not pass motions that are unrepresentative of the will of the majority of the club as a whole. In a Toastmasters club the quorum is defined as a majority of active club members. In the absence of a quorum, any business transacted, no matter how pressing or urgent is null and void. In the absence of a quorum, you may:
At this point, you ask, "Could we please have the Secretary read the minutes of the previous meeting." This having been done, you ask, "Are there any errors or omissions in the minutes as read?" If there are none, you say, "The minutes are adopted as read." If there are errors or omissions, the Secretary amends the minutes and you ask, "Are there are any further errors or omissions?" If there are none, you state, "The minutes are adopted as amended." The normal procedure is not to require a formal motion to adopt the minutes. These procedures are said to adopt the minutes "unanimous consent." However, if a single member insists, the Chair must state the motion, allow debate and put the motion to a vote in the usual fashion.
Note that "business arising from the minutes" is not discussed at this time, but must wait until the unfinished business portion of the business meeting.
You now ask for reports from the club executive in the following order:
If a club officer makes a recommendation in his or her report, it should be taken up at this time, rather than waiting to the new business portion of the meeting. However, a motion arising out of a club officer's report should be made by another member as soon as the officer's report is concluded, rather than being made by the officer personally. Note, then, that the rules of parliamentary procedure give priority to business introduced by the executive over that introduced by other members, which must wait until the new business portion of the business meeting.
It is also appropriate to hear the reports of special club committees at this time, for example, the banquet committee, the new meeting place committee, etc. Only those special committees that are prepared, or were instructed, to report on matters referred to them should be called on. Motions arising out of committee reports are also discussed now. However, the chairman or reporting officer of the committee should make the motion necessary to bring the committee's recommendations before the club for consideration. A motion arising out of the report of a committee does not require a second.
At this time, the Club should also conduct elections as required by the Club Constitution and Bylaws. This would include the election of a full executive at the first meeting in May at which a quorum is present. An election of a replacement Club Officer would be held at this stage one meeting after the former Club Officer had resigned.
In this category we include,
The Chair should not announce the heading of unfinished business unless the minutes show there is some business to come up under it.
Time permitting, the Chairman will now ask, "Is there any new business?" Once new business has been completed, or the time allowed for the business session has expired, the chairman will adjourn the business meeting and move into the table topics portion of the meeting. Any business under discussion at this time is dealt with under the heading of unfinished business at the next meeting. If there is some crucial item of business that must be discussed at tonight’s meeting and the time allowed for the business session has expired, the technically correct procedure at this point is to request a member to move to "suspend the rules" and extend the business session, perhaps for a specified period of time. This motion must be seconded, is not debatable, is not amendable and, in this case, (suspension of a standing rule) requires only a majority vote for approval. Standing rules may also be suspended by unanimous consent. (The requirement of a quorum cannot be suspended.)
Parliamentary procedure is complicated. Our parliamentary authority, "Robert's Rules of Order, Newly Revised, 2000 edition, "is more than 700 pages long and contains 86 different motions, each with its own rules. It is not surprising then, that some people are intimidated by parliamentary procedure and are anxious about chairing the business session. In addition, they may not find the subject particularly interesting or of use to them outside the club. They are thus not highly motivated to learn more about this fascinating subject. For those people, we have the following quotation from the Toastmasters’ publication "Chairman."
"Courtesy and tact, a sense of humour, common sense, appreciation of fair play, poise and self-control-- these are the vital elements of your success as a chairman. Without them, all the knowledge in the world about parliamentary law will not make you an acceptable chairman."
Even for those not interested in the finer points of parliamentary procedure, the business session offers an opportunity to develop important personal qualities and to acquire useful interpersonal skills. With the assistance of a competent parliamentarian and a basic knowledge of parliamentary procedure, anyone can chair the business session successfully.
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The opening thought should be 1-2 minutes maximum. It is meant to uplift the spirits and to set the tone of the meeting. It can be a quote from a book, a famous person, a short poem, or just a pleasant thought to carry everyone through the meeting - something that has moved you personally - something that you want to share.
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The purpose of the joke master is to add levity to the meeting. Good taste must rule heavily in the decision as to what to make fun of. Racial, sexual, religious or vulgar inferences should be avoided at all cost, as it is our intention not to offend. The best humour is usually that which is about us personally. [Jokes in Readers Digest have already passed the sensitivity censors. If you use this resource remember to give full credit].
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The role of the grammarian is to promote the proper usage of the English language during the meeting. This job is intended to help club members to improve their grammar and to help
expand their vocabulary with colourful, descriptive words. The grammarian should make comments about the proper and improper usage of grammar, as well as the correct usage of
picturesque speech. In addition, you should note exceptional usage of vocabulary, and if you do, make sure you quote some examples in context to illustrate your points.
Another role is to introduce the word of the day to the members at the beginning of the meeting. You should provide the dictionary meaning and illustrate the meaning of the word by using it correctly in a sentence. This should be a word that is new to many members of the audience, but not so academic that it can’t be used in everyday conversation. If there is a theme for the meeting, it should in some way reflect the core of the theme. Note those people who use the word during the meeting and also how many times they used it. We do this because it is well known that, if you want to add a new word or phrase to your vocabulary, you should hear it used correctly and then attempt to use it yourself at least 3 times that day to make it yours! To help the members, the word should be well displayed in easy view during the meeting.
If you are conscientious, you will inform the chairperson who prints up the meeting agenda well ahead of time, of what word you have chosen. Then it can be included on the program. Try to avoid words that are impossible to use. Where possible get the word printed up on a large sheet of paper andbefore the meeting starts, pin or tape it up in an easy to see place. The front of the lectern is ideal or if a blackboard is available use this means, but be sure to do this before the meeting starts.
You only have about one (1) minute near the beginning of the meeting when you are called to give the word and describe the purpose of your position in the meeting. Be succinct. [KISS - Keep it short and simple]. At the end of the meeting when you are called upon for your report, deliver it standing at your place. Point out to all both the good and poor usage of the English language, quoting if you can. If someone seems to have unusually poor grammar, rather than overwhelm them with corrections, comment on one thing that they might work on. For the word of the day, give credit to the person(s) who used the word. [Wrap up report - 2 minutes.]
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The 'Ah' Counter is the one who evaluates the use of unnecessary bridging words. These words include ahs, ums, ands, you knows or any other nervously repeated syllables such as 'but, but' or any long awkward pause. These "vocalized pauses" often show up, even with experienced speakers, at times when they are thinking on their feet. These words are mental crutches to give the speaker more time to think. They are very annoying to the listener. The 'Ah' Counter should remind the offenders that a pregnant and silent pause is much more effective than and, uhm’ or an 'ah'.
When called upon by the Chairperson at the beginning of the meeting, briefly describe (1 minute) your job's importance. Keep track of the names and number of times you hear the awkward 'ah's' 'ums', etc. At the end of the meeting when called upon give a report, stand at your place and be through, but brief. [Report - 1 min]
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The Timer's timing, signal lights and reports help contribute to the efficient running of the meeting. It is their job to time all functions of the meeting: all presentations, the break, etc. and report these times back to the members when called upon to do so by the Chairperson. At the start of the meeting when called upon to describe the functions of a timer you can respond (from your place) by simply saying they are to help members learn how to be timely and to use their given time most effectively.
The timer demonstrates the lights; explaining the times for green, amber and red when called upon during the Table Topics and Prepared Speeches portions on the meeting.
Keeping people on time is important, since each minute is precious!
| Table Topics |
Table Topics Evaluation |
Speech Evaluation |
Manual Speeches |
General Evaluator |
Other | |||
| Time | 2 min | 5 min | 3 min | 5 min | 7 min | 7 min | 10 min | 15 min |
| Green | 1 | 3 | 1 | 3 | 5 | 5 | 8 | 13 |
| Yellow | 1.5 | 4 | 2 | 4 | 6 | 6 | 9 | 14 |
| Red | 2 | 5 | 3 | 5 | 7 | 7 | 10 | 15 |
| Flashing Red |
2.5 | 5.5 | 3.5 | 5.5 | 7.5 | 4.5 | 10.5 | 15.5 |
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Table Topics is an exercise in learning how to speak on one’s feet. When the Table Topics Master asks someone to speak, the speech they give should have a definite opening, body and conclusion just like any regular speech. People aren't bound and held to the topic given, but should try to speak to it. If they can't, they need only use their imagination and creativity and deftly change the subject to one that they want to discuss. When a Table Topics Master chooses candidates, the first choices should be people who either aren't on the agenda, or are playing minor speaking roles (i.e. Thought for the Day, Closing Thought, Jokemaster). Table Topics is a tool that is used to keep people involved, rather than sitting through meeting after meeting not participating.
If the meeting has a theme, try to pick topics that will fit that theme. Otherwise, the methods and the topics you use are limited only by the bounds of your good taste and your imagination. This is where originality makes the exercise fun for you and the participants. Remember one thing and that is not to make the Table Topics so off the mark that people have difficulty responding. Do have a variety of difficulty levels within your list of topics, and use them according to the experience levels of your audience. Be brief. This is not your time; it's theirs. Typically, only five or six topics can be discussed in the time allotted. Brevity is important, however, to keep you aware of the time that is left. Do not hesitate to ask the Chair if you have time for one more.
Always make sure that you explain the purpose of the Table Topics session to the audience and, in particular, concisely describe how to do your topics if they vary from the usual form. Many people are nervous about this part of the meeting, so do not say that it is part of the meeting that some people dread. Be positive and make it fun. If you're nervous don't broadcast the fact. Your energy will energize them; so don't hesitate to share your excitement and sense of fun! Be clear with your instructions of the time. Encourage guests to participate, but don't push them. Always ask a Toastmaster first; allowing them to demonstrate presenting a table topic before asking guests to participate.
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In Toastmasters everything you do is evaluated in one way or another. It is in this friendly environment that you can learn to improve yourself without fear. Unlike other environments, your evaluation will be a positive experience and you need not feel it is criticism. Always remember the evaluation is the opinion of one person. The art of evaluation needs to be practiced so that people do not feel embarrassed or uncomfortable.
As an evaluator, it is your job to present the positive points realistically and to give suggestions for improvement. When suggesting improvement it should be done in such a fashion so that there is no hint of failure. There is no pass or fail in Toastmasters. Everyone is expected to put forth his or her best. The 'sandwich formula' is the recommended evaluation method. Give one good point - one point that needs improvement - one good point. When giving a point for improvement it is suggested that it be accompanied with a helpful hint as to how to improve it.
During your evaluation when you are dealing with what you liked or didn't, show that you listened, by supporting your points with quotes from the speech. Remember though, you are expressing your opinion on the presentation - not the content. It is not the evaluators' role to rewrite the speech. As it is your personal evaluation always qualify it with statements such as: "in my opinion…", "something that I have found helpful is…", and "my reaction to your speech was…" Close your evaluation with a positive summary. Leave the participant feeling good, motivated to improve one poor area and self-confidence enough to do it. Try out this formula. Don't get caught up in the tendency to fault find; it is not constructive. We are here to instil confidence in our members, and evaluations are our most powerful tool for growing self-confidence. With all these things in mind, you can now feel confident that if you are fair and kind, your evaluations will help everyone - including you!
The Table Topics Evaluator provides brief feedback for the Table Topics speakers. Not a rehash of speech contents. It is important to be clear about the names of the participants so that you do not embarrass yourself and them by not giving them the correct name. You can preamble each evaluation by restating the topic they spoke on.
Things to Note:
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In the Surrey Club, the Toastmaster's role is to organize and conduct the prepared speeches and evaluations portion of the meeting.
Phoning duties. The Toastmaster shares with the Chairman and the Table Topics Master the duty of calling the meeting participants in advance to confirm their attendance. Specifically, the toastmaster is responsible for calling:
In the case of the speakers, phoning also serves another major purpose, namely, to gather information to be used to introduce the speakers. It is recommended that speakers be phoned early in the week to avoid the problems encountered in trying to find a replacement speaker at the last minute.
It is recommended that, prior to the session, you prepare an agenda; otherwise, you may forget some part of the program. A typical agenda, is presented at: Meeting Agenda
Remember that as member of the head table you play a highly visible role in the program. You should be a role model for the audience during the entire meeting. During the prepared speeches and evaluations display a keen interest in what the speakers have to say. Lead the applause before and after each speaker. Maintain the applause before the speech until the speaker reaches the lectern. Maintain the applause after the speech until the speaker has returned to his or her seat. Remain standing near the lectern after your introduction until the speaker has acknowledged you; then be seated. A higher degree of formality is appropriate here than in the table topics session.
The Toastmaster as a leader. You are charge of your part of the meeting. Maintaining control is much easier if you are well prepared. Maintain a smooth flow of activity during the session to ensure that you finish on time.
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The formal part of most Toastmaster Meetings is dedicated to the presentation and evaluation of prepared speeches. The key to success in these roles is preparation.
Once you have confirmed the date of your meeting, and have chosen which manual speech you will be doing, the job that lies ahead is preparation. You want the audience to receive, what for you will be your best performance.
If you don't have a coach/mentor, be sure to take time to talk to your Educational Vice-President. It is his job, along with the Vice-President Membership to help match you with just such a support person. Don't be shy, Toastmasters, like most people, want to help someone and why shouldn't that someone be you. A coach/mentor is an experienced Toastmaster who should be available for new members to help them through their first 3-4 speeches and even beyond that, if it is needed. They are supposed to be available to help you in the preparation and refining of your speech. Be sure to ask for one, if you don't have one now. In planning a speech, it is important to start with a great beginning and finding a great summing up statement, one with a unique twist. Once these two things are done, the filling in the middle becomes easier. You now know where to start and where you are going. If you make notes, do so in large abbreviated phrases on hand size cards that are numbered. You should also make up a card on which you have written your introduction along with the title and manual speech number.
You should take the initiative and phone up your evaluator to make sure that they are well acquainted with the goals and objectives of your manual speech. Make a point of helping these people so that they can help you more effectively. Finally, practice the speech with a tape recorder in front of a mirror. Play it back, but not until the next day. Repeat as needed to refine your technique. Practice the refined talk, in front of a friend, partner, or family member and be open to what they say should improve - then do it.
First of all, be prepared before the meeting. Once at the meeting, relax. You are ready! Seek out three people: the Toastmaster to whom you give your prepared information card; your Evaluator to whom you give your manual and the Timer to whom you give the timing for your speech. Having done this, sit down next to your Coach/Mentor. They will help keep you relaxed and confident.
If you are using any audio or video equipment, set it up and test it out before the meeting. If you have props, make sure that they are already in the front of the room so that you won't need to bring them up later. Try and seat yourself fairly close to the lectern as well, as a walk from the back to the front of the room can be unnerving. You're ready! When introduced, calmly and confidently approach the lectern. Don't make the applauding audience wait too long. When you start always remember to acknowledge the Chair, any dignitaries, fellow Toastmasters and guests.
If you are using cards put them on the lectern and slide them to one side unobtrusively as possible as you are finish with them. Don't hesitate to move in front of the lectern so that you have an unobstructed view of your audience and they of you.
If possible, never present your back to your audience. When you conclude don't thank the audience, they should be thanking you. Rather turn to the Chair and say Mr. or Madame Toastmaster, wait for them to come up and shake your hand - then return to your seat. When you get your evaluation and your notes from the other audience members, learn from what they say and surprise everyone [including yourself] with how much you can improve, next time!
At the end of the meeting, ask the Vice-president, Education to initial the projects page of your manual to verify completion of the speech and speech project.
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The purpose of your evaluation, is to help the speaker improve his or her performance, and to help to improve their self-confidence. This requires that you give honest and fair feedback in a positive and constructive manner. Keep it simple and be sure to illustrate your points with examples from their presentation. Don't try and cover everything now. You can still talk to them after the meting and they do have your additional written comments in their manual.
If in doubt, refer to theEffective Speech Evaluation Manual. Talk to the speaker about their manual project. Discuss their goals, and those set down in the manual. Be well versed on these goals before the meeting so that you will be able to give the speaker the best evaluation that you possibly can.
Get the manual from the speaker before the meeting starts. Seat yourself so that you have a good view of the speaker. Have the manual open in front of you and a pencil ready so that as the speech unfolds, if you find your written opinion has changed, the changes you make will be less messy or obvious.
Be positive - - - but not so positive, that you end up whitewashing the whole presentation, since this will take away from the credibility of your comments and will certainly not help the presenter. When you are called up, remember to follow the 'sandwich formula'. Don't get caught up in trying to evaluate content or restating it.
Don't apologize for your evaluation. It's an expression of your opinion that is exactly what you've been asked for. Speak to the presenter after and make all points clear so that there are no misunderstandings. Always leave them on a positive note.
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A General Evaluator should by, necessity, be an experienced Toastmaster. If one isn't present at the meeting, it might be better not to have a General Evaluator. This is because it is almost impossible to judge if a job is being well done, if the evaluator hasn't performed that role already. A General Evaluator evaluates everything that goes on in a meeting, including mood, leadership, quality and timing.
The evaluation is done deliberately for those who for whatever reason, haven't been previously evaluated such as:
The Chairperson, Opening Thought, Grammarian, Timer, 'Ah' Counter, Jokemaster, Table Topics Master, Table Topics Evaluator, and Speaker Evaluators.
If the General Evaluator feels that a previously done evaluation was inadequate, he or she doesn't say this but may, on occasion, add a comment to their evaluation in order to more positively help the presenter. The General Evaluator's job is to establish and maintain high standards of excellence for the Club. In this capacity, it is of value to note outstanding and shoddy performances. You must do this in a manner that builds confidence rather than destroys it. For this reason, the Art of Evaluation must be exercised at its finest level! If you feel the need to ask for an improvement do not offer it without offering a means to do so. If, on the other hand, you are really impressed don't hold back, let us all know about that too.
Make sure that you know beforehand from the Chairperson, if there are to be any special changes or deviations from what is normal for our meetings.
Sit in an unobtrusive location that gives full view of all of the proceedings. Make sure that your notes have quoted examples (good and bad). If evaluations have or haven't been up to standard you still apply the sandwich approach - 2 good points and one for improvement. Be positive and constructive. Try and make sure that you finish on an upbeat note. Be brief, you only have 7 minutes to complete your evaluation. Don't reiterate the entire meeting. When finished, return control of the lectern to the Chair.
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Improvisational skits |
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Telephone conversations |
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Gripe Sessions |
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Interviews |
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Mock Trial |
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Dear Abby |
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Reviews |
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Current Events |
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Discussion |
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Imagine |
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Stories |
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Toasts |
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Objects |
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Pairs |
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Words |
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Add your Own |
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| 1. Speaker/ Subject: | |
| 2. Structure: Purpose, Suitability, Relevance |
Opening- Address audience, Strong, weak, interesting Body-point, example, point, transition, flow of ideas, quotes Close- strong, weak |
| 3. Presence: Confident, Animated, Comfortable, Nervous, Restricted |
Voice- volume, variety, use of language, pauses Body-Posture, gestures, technique, fitting, awkward, hands Eyes- Contact, movement, covered room |
| 4. Thoughts for future: Points to grow on |
1. 2. 3. |
| 5. Encouragement: Reinforce strengths |
1. 2. 3. |
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Toastmasters International Web Site
Toastmasters District Web Site
How To Conquer Public Speaking Fear
Online Guide for Public Speaking