Roles and Responsibilities
WHEN YOU ARE THE SPEAKER
A major portion of each meeting is centered around the speakers. Their speeches
are prepared (based on manual project objectives) and should last from five to
seven minutes for the basic manual and eight or more minutes, depending on the
assignment, for the advanced manuals.
Preparation is essential to success when you are the speaker. Every speech
should be well-prepared and rehearsed to ensure quality. Remember, club members
learn from one another's speeches. Every speaker is a role model.
Prior to the meeting
 | Check the meting schedule to find out when you are programmed to speak.
In order to derive the most benefits from the program, plan to speak from
your manual. Present the speeches in numerical order. |
| Before your meeting ask the general evaluator who will be your
evaluator. Speak to your evaluator and share with him or her which manual
speech you'll be giving. Discuss with the evaluator speech goals and
personal concerns. Emphasize where you feel your speech ability needs
strengthening. Remember to bring your manual to the meeting. |
When you enter the room
| Arrive early. Check the microphone, lighting, etc., before everyone
arrives. Protect yourself from all of the problems that can ruin your talk. |
| Sit near the head of the table for quick and easy access to the
lectern. |
| Carefully plan your approach to the lectern and speech opening. |
| Be sure that you give your manual to your evaluator before the meeting
starts. |
| If you don't write your own speech introduction, make certain that the
Toastmaster of the Day is prepared to give you a grand send-off. |
During the meeting
| Give your full attention to the speakers at the lectern. Try to avoid
studying your speech notes while someone else is talking. |
| When introduced, smoothly leave your chair and move to the lectern as
planned. |
| As you begin your speech, always acknowledge the Toastmaster and the
audience (Toastmaster, guests, fellow Toastmasters, or the like). |
| 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 of
the Day. Always wait for him or her at the lectern, then return to your
seat. |
| During the evaluation of your speech, listen intently for helpful hints
that will assist in building better future talks. Pay attention to the
advice of other members on improvement. Now is not the time for responding
to suggestions. Just listen. |
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 Vice President, Education, initial the Record of Assignments
in the back of your manual. |
WHEN YOU ARE AN EVALUATOR
After every speech, an evaluation is made. After you have presented a few
speeches, you will be asked to serve as an evaluator and will evaluate one of
the prepared speakers for the meeting. In addition to your oral evaluation, you
will also give the speaker a written evaluation from the manual. The evaluation
presented by you can make the difference between a worthwhile or a wasted
meeting for your speaker. The purpose of the evaluation is 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 or her progress to
date. If there is a technique the speaker uses or some gesture made that
receives a good response from the audience, tell the speaker so he or she will
be encouraged to use it again.
Prior to the meeting
| Review carefully the Effective Speech Evaluation manual which you
receive in your new member packet from World Headquarters. |
| Talk with the speaker to find out the manual project he or she will be
presenting. The interview should include the goals of the speech and what
the speaker hopes to achieve. Find out exactly which skills or techniques
the speaker hopes to strengthen through the exercise. |
| Evaluation requires exacting preparation if it is to be of value to the
speaker. Study the objectives of the project as well as the evaluation guide
in the manual. Remember, the purpose of evaluation is to help people develop
their speaking skills in various situations, including platform
presentations, discussions and meetings. Achievement equals 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 their ability. |
When you enter the meeting room
| Look for the speaker and get his or her manual. |
| Meet briefly with the general evaluator to confirm the evaluation
session format. Then confer with the speaker one last time to see if he or
she has any specific things for you to watch for during the talk. |
During 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. Remember to always
leave the speaker with specific methods for improving his or her speaking. |
| When introduced, stand and give your oral evaluation report. Begin and
end your evaluation with a note of encouragement or praise. Though you may
have written lengthy responses to manual evaluation questions, don't read
the questions of 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, an one on attainment of purpose, with a statement about the
greatest asset and a suggestion for future improvement. |
| Praise a successful speech and specifically tell why it was successful.
Don't allow the speaker to remain unaware of a valuable asset such as a
smile, a sense of humor, a good voice. Don't allow the speaker to remain
ignorant of a serious fault or mannerism; if it is personal, write it 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 wasn't mentioned in the oral evaluation. |
WHEN YOU ARE THE TIMER
You will be called on to explain the timing rules by the Toastmaster. One of
the lessons to be practiced in speech training is that of expressing a thought
within a specific time interval. The timer is the member responsible for keeping
track of time. Each segment of the meeting is timed. 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
| Confirm scheduled program participants with the Toastmaster and general
evaluator. |
| Confirm the time required for each prepared speech with the speaker. |
| Write out your explanation in the clearest possible language, and
rehearse it. Be sure to emphasize timing rules and how timing signals will
be given, for the benefit of guests. |
Upon arrival at the meeting
| Get timing equipment from the Sergeant at Arms. Ensure you understand
how to operate the stopwatch and signal device, and make certain that it is
in good working order. |
| Sit where the signal device can easily be seen by all (back center of
the meeting room). |
During the meeting
| When introduced, explain the timing rules and demonstrate the signal
device. |
| Throughout the meeting, signal each program participant as indicated
below. In addition, signal the Chairman, Toastmaster, and Table Topics
master with red when they have reached their allotted or agreed upon time. |
| Record each participant's name and time used. |
| When called to report by the Topics master, Toastmaster, and general
evaluator, stand by your chair, announce the speaker's name and the time
taken. You may wish to state those eligible for awards, if your club
disqualifies those who speak undertime or overtime. Suggested times are:
Topics speakers, +/-15 seconds of allowed time; prepared speakers, +/-30
seconds of allowed time; the ah counter and grammarian, +/-15 seconds of
allowed time; all others +/-30 seconds. |
After the meeting
| Return the stopwatch and timing signal device to the Sergeant at Arms. |
| Give the completed time record to the Secretary for recording speech
times in the minutes. |
WHEN YOU ARE THE TABLE TOPICS MASTER
Toastmasters has a tradition - every member speaks at a meeting. The Table
Topics session is that portion of the meeting which ensures this tradition. The
purpose of this period is to have members "think on their feet" and
speak for a minute or so. The Topics master prepares and issues the topics;
originality is desirable as much as possible. Each speaker may be given an
individual subject, or a choice of subjects may be presented from which the
members can draw at random.
Prior to the meeting
| Check with the Toastmaster to find out if a theme meeting is scheduled.
If so, prepare topics to carry out that theme. If no theme is scheduled,
choose a wide selection 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 prepared speakers, evaluators, general evaluator and
Toastmaster are, so you can call on the other members first. Only if time
permits at the end of the Topics session, should you call on program
participants (speakers last). |
| When choosing your specific questions: Select ones that will inspire
the speakers to expound on them, give their opinions, etc.; don't make the
questions too long or complicated - phrase them in such a way that the
speakers will know clearly 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 everyone
in the room an opportunity to speak - especially those who are not on the
program; and, second, to get people to learn to "think and speak on
their feet." |
During to the meeting
| When introduced, briefly state the purpose of the Topics session. |
| Set the stage for your Topics program. Keep your remarks brief but
enthusiastic. If the club has a "Word of the Day," encourage
speakers to use the word in their response. |
| Keep the program rolling; be certain everyone understands the maximum
time they have for their response and how the timing lights/device works (if
the timer hasn't already done so). |
| State the question briefly - then call on a respondent. This serves two
purposes: First, it holds everyone's attention - each one is thinking of a
response should he or she be called on to speak; 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. Avoid going around the room in the order in
which people are sitting. Give each participant a different question. Don't
ask two people the same thing unless you ask each specifically to give the
"pro" or "con" side. |
| Watch your total time! Check the printed agenda for the total time
allotted to Topics and adjust the number of questions to end your segment on
time. Even if your portion started late, try to end on time to avoid the
total meeting running overtime. |
| At the conclusion of the Table Topics session, request the timer's
report to determine those eligible for the Best Table Topics Speaker Award.
Request members vote for Best Table Topics Speaker and pass their votes to
the Sergeant at Arms. If the club has a Table Topics evaluator, request his
or her report and then return control of the meeting to the Toastmaster. |
WHEN YOU ARE THE GENERAL EVALUATOR
The general evaluator is just what the name implies... an evaluator of
anything and everything that takes place throughout the meeting. This task is
not normally assigned to anyone who has not done at least three speeches. The
responsibility is large, but so are the rewards. The general evaluator is
responsible to the Toastmaster who will introduce you; at the conclusion of the
evaluation segment of the meeting, you will return control to him or her. You
are responsible for the evaluation team. The usual procedure is to have one
evaluator for each major speaker, but this is not necessary. You are free to set
up any procedure you wish, but each evaluation should be brief, yet complete.
Methods for conducting the evaluation session are limitless. Review the
Effective Speech Evaluation manual for ideas.
Prior to the meeting
| Check with the Toastmaster to find out how the program will be
conducted and if there are any planned deviations from the usual meeting
format. Remember, always be ready when the meeting starts. |
| Call all of the evaluators to brief them on their job and to inform
them whom they're evaluating and what evaluation format you will be using.
Suggest each evaluator call his or her speaker to talk over any special
evaluation requirements suggested in the manual for the speech. |
| During the briefing, emphasize that evaluation is a positive, helping
act. As conscientious Toastmasters, their goal must be to help fellow
Toastmasters to develop their skills. Emphasize that in the act of
evaluating, the self-esteem of the speaker should be preserved or at least
enhanced. |
| Call the remaining members of the evaluation team (timer, grammarian,
ah counter, Table Topics evaluator, as appropriate) to remind them of their
assignments. |
| Prepare a brief but thorough talk on the purpose, techniques, and
benefits of evaluation (for the benefit of the guests). Emphasize that as
evaluators, you are not critics. Criticism is negative; evaluation is a
positive experience designed to help people overcome weak habits and add
power to good ones. |
Upon arrival at the meeting
| Ensure the individual evaluators have the speaker's manual and
understand the project objectives and how to evaluate it. |
| Greet all evaluators who are present. If an evaluator is not present,
consult with the Vice President Education and arrange for a substitute. |
| Verify each speaker's time and notify the timer. |
| Sit near the back of the room to allow yourself full view of the
meeting and its participants. |
During the meeting
| Take notes on everything that happens (or doesn't but should). For
example: Is the club's property (trophies, banner, educational material,
etc.) properly displayed? If not, why? 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 program - from the opening to the last
report by the timer. Look for good and unacceptable examples of preparation,
organization, delivery, enthusiasm, observation, and general performance of
duties. Remember, you are not to reevaluate the speakers, though you may
wish to add something that the evaluator may have missed. |
| Prior to the Table Topics, you will be asked to stand and brief th
audience on your team's means and methods of evaluation. Precisely describe
what way, and how your team will handle the function. |
| Identify the grammarian, ah counter, and timer. Have these evaluation
team members briefly state the purpose of their jobs. |
| Request the Word of the Day from the grammarian, if your club has a
Word of the Day. |
| When introduced to conduct the evaluation phase of the meeting, go to
the lectern and introduce each evaluator. After each recitation, thank the
evaluator for his or her efforts. |
| If the Toastmaster has failed to call for the timer's report and vote
for Best Speaker (if your club has this award), you do it before individual
evaluations are given. |
| Wrap up by giving your general evaluation of the meeting, using the
notes you took as suggested above. You may with to comment on the quality of
evaluations. Were they positive, upbeat, helpful? Did they point the way to
improvement? |
WHEN YOU ARE THE TOASTMASTER
As Toastmaster of the Day you face the task of introducing the other members
of the program. If the Toastmaster does not perform the duties well, an entire
meeting can end in failure. Therefore, this task is not usually assigned to a
member until he or she is quite familiar with the club and its procedures. The
primary duty of the Toastmaster is to act as a genial host and conduct the
entire program. Program participants should be introduced in such a manner as to
prepare the audience to listen with excitement and rapt attention. It is the
Toastmaster who creates an atmosphere of interest, expectation and receptivity.
Prior to the meeting
| Check with the Vice President, Education, to find out if a special
theme has been set for the meeting and if there are any program changes. If
no theme has been set, you may decide the theme and notify participants. |
| Call the Table Topics master to discuss his or her duties. Also provide
the Table Topics master with a list of program participants to insure these
people will not be called on for Topics responses. |
| Call all speakers in advance to remind them that they are speaking.
Interview them to find out their speech title, manual project number,
purpose to be achieved, time requested, and something interesting about
themselves which you can use when introducing them (job, family, hobbies,
education, why this topic to this audience, etc.). |
| Call the general evaluator to confirm the assignment. Ask the general
evaluator to call the other members of the evaluation team (speech
evaluators, Topics master, timer, grammarian, ah counter, etc.) and remind
them of their responsibilities. |
| Prepare introductions for each speaker. A proper introduction is
important to the success of the speaker's presentation. |
| Prepare remarks which can be used to bridge the gaps between program
segments. You may never use them, but you should be prepared to avoid
possibly awkward periods of silence. |
| Remember that performing as Toastmaster is one of the most valuable
experiences in your club work. The assignment requires careful preparation
in order to have a smoothly run meeting. |
| Prepare the meeting agenda for distribution at the meeting. |
At the meeting
| Arrive early in order to finish any last-minute details. |
| Check with the speakers for any last-minute changes. |
| Distribute agendas. |
| Sit near the head of the table and have your speakers do likewise for
quick and easy access to the lectern. |
During the meeting
| Preside with sincerity, energy and decisiveness. Take your audience on
a pleasure journey and make them feel that all is going well. |
| Always lead the applause before and after the Topics session, each
prepared speaker, and the general evaluator. |
| Remain standing near the lectern after your introduction until the
speaker has acknowledged you and assumed control of the meeting; then be
seated. |
| Introduce the general evaluator as you would any speaker; the general
evaluator will then introduce the other members of the evaluation team. |
| Introduce the Table Topics master as you would any speaker. If the
Table Topics master forgets to call for the timer's report and vote for best
Topics Speaker, you do it. |
| Introduce each speaker in turn. |
| At the conclusion of the speaking program, request the timer's report
and vote for Best Speaker. |
| Briefly reintroduce the general evaluator. If the general evaluator
forgets to call for the timer's report and vote for Best Evaluator, you do
it. |
| While votes are being tallied, make announcements (such as verification
of next weeks' program). |
| Award trophies, ribbons or buttons. |
| Request the Thought for the Day (if appropriate). |
| Adjourn the meeting, or if appropriate, return control to the Chairman. |
WHEN YOU ARE THE GRAMMARIAN
Being the grammarian is truly an exercise in expanding your listening skills.
You have two basic responsibilities: first, to introduce new words to members,
and second, to comment on the use of English during the course of the meeting.
Prior to the meeting
| Select a "Word of the Day" (if appropriate). It should be a
word that will help us 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
special word. |
| In letter large enough to be seen from the back of the room, print your
word, the part of speech, an a brief definition. Prepare a sentence as an
example of how to use your word. |
| Prepare a brief explanation of the duties of the grammarian for the
benefit of the guests. |
Upon arrival at the meeting
| Place your visual aid at the front of the room where it can be seen by
all. |
| Make a list of everyone present. |
During the meeting
| When introduced prior to Table Topics, announce the Word of the Day,
state its part of speech (noun, etc.), define it , use it in a sentence, and
request that anyone speaking during any part of the meeting use it. |
| Briefly explain the role of the grammarian. |
| Throughout the meeting listen to everyone's word usage. Mark on your
list any awkward use or misuse of the language (incomplete sentences,
sentences that change direction in midstream, incorrect grammar,
malapropisms, etc.) with a note of who erred. Write down who used the Word
of the Day (or a derivative of it) and note those who used it correctly or
incorrectly. |
| When called on by the general evaluator during the evaluation segment,
stand by your chair and give your report. Try to offer the correct usage in
every instance where there was a misuse instead of only explaining what was
wrong. Report on creative language usage and announce who used the Word of
th Day (or a derivative of it) correctly or incorrectly. |
After the meeting
| Give the completed grammarian's record to the Treasurer (for collection
of fines, if appropriate). |
WHEN YOU ARE THE 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 the guests. |
Upon arrival at the meeting
| Make a list of everyone present |
During the meeting
| When introduced prior to Table Topics, explain the role of the ah
counter. In some clubs small fines are levied on members who do or do not do
certain things. (For example. Members are fined who use crutch words, not
wearing their Toastmasters pin to the meeting, etc.). If your club levies
fines, explain the fine schedule. |
| Throughout the meeting, listen to everyone (except guests) for
"crutch" sounds and long pauses used as fillers and not as a
necessary part of sentence structure. Write down how many crutch sounds or
words each person used during all portions of the meeting. |
| When called on by the general evaluator during the evaluation segment,
stand by your chair and give your report. |
After the meeting
|
Give the completed ah counter's record to the Treasurer (for collection of
fines, if appropriate). |
|
