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Speaker to Evaluator
matched by style or by TI
Title?
Disclaimer:
2. Introduction:
In the first half of the year, they educate on the importance as Vice-President
(Education) to the club.
In the second half of the year, they reflect on what they have leant from their
club officers’ role. It focuses on ensuring that they meet the educational goals
as required in the Distinguished Club Program.
On top of that, they have to prepare the meeting agenda every week.
We often face problems in matching the right evaluators to the right speakers,
in times of need where there are lack of suitable evaluators.
We will look at the areas concerned carefully where the speakers’ and
evaluators’ styles are very essential in the meeting planning.
3. Purpose:
As vice president education, you are responsible for providing and maintaining the
positive environment and the programs through which members can learn and grow.
If you do your job well, your club will have satisfied members and will continue to
grow.
The office of Vice President Education is a critical office in a Toastmasters club. The
Toastmasters educational program depends on the vice president education to carry
out the club’s mission.
As vice president education, you are responsible for providing and maintaining the
positive environment and the programs through which members can learn and grow.
If you do your job well, your club will have satisfied members and will continue to
grow. Your efforts also will help the club become a Distinguished Club, which should
be an annual goal.
The manual When You Are the Vice President Education describes the following
standards more fully and explains how to carry them out.
• Ask each new member to be a Table Topics participant at the first meeting after
joining. Assign him or her to a meeting role at the third meeting or earlier, and
assign the Ice Breaker manual project at the fourth meeting or sooner.
• Ensure a club member conducts The Successful Club Series programs Evaluate to
Motivate, Moments of Truth, Mentoring and Finding New Members for Your
Club at least once per year.
• Monitor club performance quarterly in cooperation with the club president.
• Initial Speakers’ Project Completion Records and ensure eligible members fill out
their award applications.
• Preside over the meeting when the president is absent.
5. Role of Project Speaker:
The purpose of each speech is given in the manual that you are working from. You
should endeavour to make every speech a manual speech.
When preparing:
1. Consult first the manual, and establish ‘What are the objectives of the speech?’
This is fundamental.
2. Do not be overly concerned with content. You do not need to "wow" the audience
with learned brilliance or scintillating wit. Concentrate on putting together a well
structured speech that you feel confident in delivering. The emphasis is on
delivery, not content.
3. Source material can be from anywhere, perhaps your own experiences or maybe
things you've read, an opinion you have, advice you've been given....
4. If you need special equipment such as an overhead projector or whiteboard,
markers and eraser, advise the Sergeant at Arms and the Toastmaster a few days
in advance.
5. As with all assignments, prepare and rehearse to ensure correct timing. Typically,
an unrehearsed speech will go over time.
1. Discuss with your evaluator any points that you would like him/her to watch out
for, over and above the written objectives for the speech.
2. Advise the Toastmaster of your title, speech number etc, and any special
requirements or introduction you have.
1. Before the speech, take a few deep breaths, and remember to relax! Stand, adjust
your clothing and move to the side ready to walk on at the conclusion of your
introduction.
2. Acknowledge the Toastmaster and audience, then deliver your material.
3. When finished, hand back to the Toastmaster.
4. That is the end of your assignment. You will be evaluated later in the evening.
At the end of the meeting, update the wall charts and have the VPE sign your speech
manual.
6. Role of Project Evaluator:
A good evaluation will be firm, fair and friendly, focussing on HELPING the speaker
progress. The main purpose is to make the speaker want to speak again. This is done
by showing WHY certain aspects of the speech were good, and HOW other aspects
can be improved.
Talk with the speaker preferably a few days before the speech. Find out which speech
they are giving, their objectives, and any concerns they may have.
Study the evaluator's guide to the speech you are to evaluate. This is found in the
appropriate Communication and Leadership Manual.
Should the speaker be a last minute apology, then you may find yourself evaluating
someone else. Check the program on arrival to see if this has occurred and make
necessary changes to your preparation.
Draw up a page to help take notes more efficiently. Assemble headings to guide your
thinking. Include space for positives and areas for improvement.
Your assignment starts in earnest the moment the speaker's name is called.
Make precise and concise notes during the speech. For positives, state what was good
and why. Give examples. For points for improvement, state what could be improved
and how to fix it.
Assemble your notes into a speech, focussing on the objectives of the assignment and
whether or not they were met. Use the formula Commend, Recommend, Commend.
Finish with a positive and encouraging summary.
Avoid commenting or adding to the content, unless it is part of the evaluation criteria.
Also, avoid negative sounding words like "fault", "problem", "wrong". Remember at
all times there are no absolutes - the whole evaluation is your opinion which you are
offering.
There are three aspects to your evaluation task. The presentation to the whole meeting
should focus on helping the speaker and the audience learn from the presentation. The
written evaluation in the manual enables you to go into detail on some aspects of the
objectives that perhaps are not appropriate for your talk, noting that the manual should
never be taken to the lectern or made part of your spoken evaluation. Finally, you
should have a one on one discussion with the speaker at the end of the meeting.
7. Speaker-to-Evaluator Matching
Match by TI Title
Let’s take a look at this case study seen in one Toastmaster Club:
8. Experiments conducted:
These experiments were tested out in Hong Kah North Toastmasters Club &
New Millennium Advanced (now Star Millennium Advanced) Toastmasters
Club through period from September 2009 to January 2010.
Experiment 1
The speaker whom is a medical student is matched with an evaluator, whom
is a registered nurse in one of our chapter meeting. Though the evaluation
resulted in overtime, the evaluation was apporiately matched in term of
occupation. However, they have both different speaking styles and they are
also no doubt subject matter experts.
Experiment 2
Another Speaker, whom is an engineer is matched to a technical evaluator for
an informative speech. This was most suitable as the project involves lots of
information. One positive part when you get engineers to evaluate projects,
they can take lots of information more than storytellers. They are able to
comprehend each other easily.
Let me outline the reasons which could have possibly affected them:
1. Low Attendance
2. Evaluators were barely sufficient to run the meeting.
In this experimental run, the speakers evaluate each other in terms of delivery
skills and the evaluators continue to focus on the objectives of the project.
Though this may be good to balance the varying views of the evaluators, it is
constrained in the matching process.
The experiment conducted at Hong Kah North Toastmasters Club has shown that
effective speaker to evaluator matching is very essential in achieving the high success
and benefits rating.
Panel evaluation is rarely seen in all Toastmasters Clubs, except during Advanced
Speechcraft and Speechcraft sessions. Though effective for large audiences, they also
benefit the sharing of knowledge with other people.
9. Recommendations
10. Conclusion
From this research study, we are able to understand the importance of the Vice-
President (Education), Project Speakers and evaulators.
Vice-President (Education) and any other Toastmasters whom are inviting fellow
Toastmasters for other clubs must take into the account of their style without any
plain invitation to fill the meeting roles.
Even if situations like this have to take place, an effective matching and balanced
appoarch have to be taken so that we can result in successful speakers.
The essence of the chapter meeting, which is different from a typical office meeting, it
is the evaluators of the meeting; Language Evaluator, General Evaluator, Table
Topics Evaluator & Project Evaluator. Also, the accessory role (i.e. Ah Counter &
Timer) makes the chapter meeting different and they facilitate the success of the
speakers and evaluators.
I hope that all Toastmasters will take this into this planning of each chapter meeting.
References:
Acknoweldgements:
Competent Leader Maunal, Item , Toastmasters International
Effective Evaluation Manual, Item, Toastmasters International
All Toastmasters Clubs in Singapore, District 80 Toastmasters International
In order to be successful in panel evaluation, let’s say that you have 3 speakers that
you are evaluating with an allocated time of 15 mins.
2 mins: Introduction
2 mins: One strength for 1st Speaker
2 mins: One improvement for 1st Speaker
2 mins: One strength for 2nd Speaker
2 mins: One improvement for 2nd Speaker
2 mins: One strength for 3rd Speaker
2 mins: One improvement for 3rd Speaker.
You should pretty much end by the 15 minute with a red light/card.
At the meeting:
All evaluators are expected to sit at the back of the room. This is to check that they can hear
and see the speaker clearly from the back of the room.
Being Table Topics’ Evaluator is one of the most challenging roles that a member can take on
because, as soon as the Table Topics’ session has ended, the Topics Evaluator is called to the
front to deliver his/her report. Consequently, there is not much room for thought!
However, beforehand, think about evaluations that you have received. What was good
about them (or not!)? How would you like to receive feedback and apply that principle to
giving feedback to others.
Watch and listen to the speakers. What did they do well and what feedback could you give
them that would help them be even better? Best not to be 100% positive or 100% negative
as neither approach is helpful. Make notes on cards or big sheets of paper.
Think about key learning points from the projects that you have undertaken so far and
notice if the speaker does or does not do them ie such as speech organisation; right word
selection; variety of pace and pitch of delivery; body language, etc. As you progress through
the manual, you will then look out for more points when doing evaluations.
When called upon to do so, deliver your report. Speaking to time is a critically important life
skill. It shows that a speaker has respect for an audience. Consequently, whenever delivering
a Table Topics’ Evaluation, look at the time that you are allowed to deliver your report (ie up
to 7 minutes). The trick is to then do the following calculation:
14 seconds Commendations
14 seconds Recommendation
14 seconds Commendations
If you follow this rule, you should finish pretty much on the red light.
Feedback should be supportive and warm, fair and honest.
Strive to deliver feedback in the third person. So say something like: ‘I felt that Pauline did
this…’ rather than in the second person as in (a) you did this; or (b) I felt that you did this…’.
The third person is preferable as everyone learns from an evaluation – not just the speaker -
and it softens the blow of receiving feedback.