1. 218F Area and Division Governor Training The First Class Club Coach

2.  What qualifies a club coach  Why a club coach is needed  How to be an effective club coach 1 Session Objectives

3. 2 Introduction  Builds a rapport with club leaders and members  Observes and analyzes the club environment, then assists the club in generating solutions  Helps the club develop a plan with goals for improvement  Makes it possible for the club’s leaders and members to implement the plan  Instills enthusiasm, fidelity, and a sense of responsibility for the club’s future A club coach:

4. 3 Introduction  Test your coaching abilities, not for the faint of heart  Develop team-building skills  Expand leadership experience  Increase proficiency as a facilitator and negotiator  Develop diplomatic dexterity  Share expertise  Earn credit toward the Advanced Leader Silver (ALS) award Your opportunity to:

5. 4 Club Coach Qualifications  Coaches are not members of the struggling club and are not currently familiar with the club or its members.  The district governor or lieutenant governor marketing may appoint up to two coaches for each club.  The club has 12 or fewer paid members at the time of the coach’s appointment.

6. 6 Making the Club Connection  Observe the meeting and members to understand the club’s dynamics during the first few visits.  Begin developing a personal rapport with the members.  Gain their trust and respect.  Use the Club Coach Troubleshooting Guide to identify challenges with the club at www.toastmasters.org/clubcoachguide.

7. 7  Foster a sense of ownership of the club and its challenges.  Emphasize that only through teamwork will the club be restored.  Let them know that you are there to help them.  Encourage clubs to use other successful, supportive clubs as models but also support their desire to add their own unique style when appropriate. Making the Club Connection

8. 8 Status Check  Have the club conduct The Successful Club Series module “Moments of Truth” and help the club identify its strengths and weaknesses.

9. 9 Influence a Model Club  Teach the club how to plan and produce club meetings.  Make sure the VPE reviews the Club Leadership Handbook.  Show the club leaders how to find and use other tools like the free meeting-planning software available at www.toastmasters.org/software.  Use the strengths of the club.

10. 11 Membership building  Fostering a membership-building culture within the club will help it combat natural attrition.  Encourage the vice president membership to develop and begin implementing a club- sponsored membership contest to run the duration of the term.

11. 14 Membership retention  Retaining members provides continuity in the club and assures a strong leadership base.  The entire club is responsible for keeping its members satisfied and involved in the program.  Recognize achievements & emphasize the importance of doing so.

12. 17 Looking to the Future - vision  Explain that a vision is a mental image of what the club members would like to happen in the future – what they want their club to become.  Help the members develop a customized vision for the club and get their agreement to fulfill the club mission.  Guide the club to set specific goals to make their vision a reality.

13. 19 Looking to the Future - DCP Teach the club how to use the Distinguished Club Program (DCP) and Club Success Plan to set realistic goals and develop coherent plans to achieve them.

14. 21 Coaching: Usually people don’t perform well for one of these reasons:  Poor Training  Inadequate equipment  Time  Motivation

15. 21 Coaching: to determine the reason you must ask some questions  Does the person know what is supposed to be done and when? If not, you will need to tell them.  What is the specific difference between the present performance level and the desired performance level? The person needs to know what he or she must do to perform satisfactorily.  Does the person know his or her performance is not satisfactory? If not, provide feedback.

16. 21 Coaching: to determine the reason you must ask some questions  Does the person have the skills required to do the job? If not, they will need training.  Is the performance standard realistic? If not, no one will be able to do the job.  What impact does the performance problem have? The person should know how their performance affects others.

17. 21 Coaching: to determine the reason you must ask some questions  Does the person have adequate resources to do the job? If not, provide them.  Are obstacles beyond the person’s control affecting performance? If so, remove them.  Does positive performance yield positive reward? Undesireable reward? Unmotivating!  Could the person do the job if they wanted to? If not, coaching won’t help

18. 21 Coaching session  Describe specifically the reason for the discussion  Describe the impact on others  Acknowledge and listen  Agree on a solution  Follow up  Praise results

19. 21 First Class Coach  Builds a rapport  Observes and analyzes  Helps the club develop a plan with goals  Makes it possible to implement the plan  Instills enthusiasm, fidelity, and a sense of responsibility for the club’s future