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1. Toastmaster Leadership Academy Ralph Jones, DTM District 27 Governor 20/22 February 2014 www.toastmasters.org

2. Mission:ClubMD is District 27’s initiative to provide valuable club management and administration information, tools for managing your club’s health, and support to those club leaders who seek information Vision:Every District 27 Toastmasters Club is Distinguished or trending towards being Distinguished ClubMD

3. Introduction: Name: Club: Officer Position: Toastmasters Tenure: Hopes: Fears: ClubMD

4. ClubMD Gardener/Club Officer: • Gardener: A person who is employed to care for a garden, lawn, etc… • Club Officer: A person who is charged to take care of Toastmasters Club • Critical Success Factors for both: • Capacity to do the job (time, effort, and resources) • Anticipate (just in time is too late) • Cultivate (development and improvement) • How does your garden/club grow?

5. ClubMD • Club Interoperability: Ability of a system to work with or use the parts or equipment of another system • Club Executive Committee • Consists of all seven club officers (president, vice president education, vice president membership, vice president public relations, secretary, treasurer, and sergeant at arms), plus the immediate past president • Club president serves as the executive committee chair. Working as a team, the executive committee of each club must manage all business and administrative affairs of the club • Together Everyone Achieves More (TEAM) • Mutually Exclusive and Collectively Exhaustive of each other • A chain is only as strong as its weakest link

6. ClubMD • Club Executive Committee Functions: • Create a club budget • Strategize for success in the Distinguished Club Program • Complete a Club Success Plan • Create and oversee other club committees as necessary • Club’s executive committee meets as necessary to discuss club affairs • Club members who do not serve on the executive committee are welcome and encouraged to attend meetings. • Guests or non-members are not allowed to attend • Decisions made by executive committee must be approved by the club • If the club doesn’t approve of an executive committee decision, it is invalid • A functional Club Executive Committee is a key indicator of a successful, achievement-oriented Club

7. ClubMD • The Choice (adapted from Success Magazine) • What matters most in making your business (club) successful? It might not be what you expect • If a genie popped out of a bottle and granted you instant “best in industry (club)” status in just one in four categories, which would you choose? • Best Management • Best Margins • Best Marketing • Best Product

8. ClubMD • While all these contribute to your business (club) success, only one factor matters most: • Product?It’s often assumed that the highest-quality and best product wins. Not true. • What the #1 restaurant in the world? McDonald’s • What the #1 wine? Franzia (the stuff that comes in a box) • Management? The next assumption is that management makes the competitive difference. Countless “dream teams” have failed miserably (think Enron, the movie Oceans 12, and the 2004 Olympic basketball team, comprising nothing but NBA stars, ending up third, losing to Lithuania, Ouch!) • Margins? Certainly your accountant and CFO would wish for the highest margins. Tell ‘em margins don’t matter at all if the product never sells.

9. ClubMD • The Choice (adapted from Success Magazine) • Ultimately, like it or not, the one thing that matters most in determining whether your business (club) succeeds or fails miserably is Marketing • “Fast, gigantic leaps come from only one place: Sales and Marketing.” --Dan Kennedy • Person who knows how to get, keep, and cultivate a customer gets paid the most. Period • Therefore, the clubs, which knows how to get, keep, and cultivate its members are the most successful. Period

10. ClubMD Local Fishmonger Closes Up Shop by ARLnow.com | February 14, 2011 at 1:52 pm | 2,793 views | 34 Comments • M. Slavin & Sons, a seafood seller located on South Glebe Road near I-395, has closed. The store maintained a well-reviewed retail business of selling fresh seafood to consumers via a front counter. It also distributed seafood wholesale to local businesses • Reached by phone, a store employee said the store had been losing business and has not been able to keep up with rising expenses. The store’s last day in business was Friday. The company is based in the New York City area and has other locations in Brooklyn, the Bronx, Rhode Island, Florida and Puerto Rico • Around lunchtime today, a steady stream of regular customers drove into the parking lot only to be greeted with “CLOSED” signs in the window. One woman said she came to M. Slavin to pick up seafood for most major holidays. Today, she was hoping to pick up crab legs for Valentine’s Day • “Well, off to the waterfront I go, I guess,” she said, referring to the seafood market on Maine Avenue SW in the District • “This is a big loss,” another customer said, via email. “They had by far the best fresh fish in the area.”

11. 4 P’s of Marketing Product Price Promotion Place ClubMD

12. #1 Takeaway from today’s session: Make sure your Club members, especially your Club Officers, know they are ambassadors, recruiters, and statesmen for your Club #2 Takeaway from today’s session: Make sure your Club members know the business and work the business--John Lesko, DTM and PDG #3 Takeaway from today’s session: Make sure your Club members know how to develop the business (get more business) #4 Takeaway from today’s session: Avoid Bankruptcy, the state of being completely lacking in a particular quality or value #5 Takeaway from today’s session: People are motivated by perceived benefits—Wanda Harper #6 Takeaway from today’s session: Sell the result—Craig Valentine #7 Design not only a product (Club), but also a process (Behaviors) ClubMD

13. ClubMD • Distinguished Club Process (DCP) • Effective club meetings that make Toastmasters worthwhile for new and veteran members alike • Continuous promotion of Toastmasters throughout your community or organization • Use of proven “sales” techniques to develop guests from prospects and members from guests • Retention of current members • Competition within the club, area, division, and district • Recognition of those Toastmasters who go out of their way to sponsor new members and make other contributions to the club’s overall strength

14. ClubMD • Club Success Process (CSP) • Member Extension and Retention are a priority • Have a strong VPM and VPPR • Six hours of preparation (cumulative) per every hour of meeting • What happens between the meeting makes for a successful meeting • Defined Club Culture (Expectations/Perceptions) • Every meeting a good meeting no matter what the agenda or circumstances • Members do all they can to make a Club meeting successful, and offer regrets when they can’t and whether able to attend the meeting or not • Members come early for meetings and stay late afterwards • Club is seen as an value added asset to the Company, Community, Organization, and/or Agency • Get the right leader (everything else will work itself out) • Have a strong VPE and Treasurer (Single points of failure for the Club)

15. ClubMD • Successful Behavior(s) • Distinguished Club Program and Club Success Plan • Plan, Program, Budget, and Execute Meeting • Defined and Repeatable Processes (more than one Hero) • Moments of Truth (Self Assessment) • TLI Attendance • Handles its business • The show must go on!!! • Guests are golden!!! • Expectations, perceptions, and assumptions realized • People identify with the Club • Know the Club’s Catchment (Human Geography)

16. ClubMD • Successful Behavior(s) • Club Leadership Handbook • Club Constitution and By-laws • TI, District, and Club Websites • Social Media • Less is more • Don’t outkick your coverage • Don’t play behind the chains • Manage next year’s Club, this year • You have a new Club every meeting/program year • Action Plan • Trust, Teamwork, Continuous Improvement

17. ClubMD • Club Executive Committee is the Club’s Customer Service Department • Price is NOT the main reason for customer churns (attrition rate); it is actually due to the overall poor quality of customer service.—Accenture global customer satisfaction report 2008 • The probability of selling to an existing customer is 3–10X more likely than selling to a new prospect. —Marketing Metrics • For every customer complaint there are 26 other unhappy customers who have remained silent. —Lee Resource • 96 percent of unhappy customers don’t complain; however, 91 percent  of those will simply leave and never come back • A dissatisfied customer will tell between 9 and 15 people about their experience. Around 13 percent of dissatisfied customers tell more than 20 people. —White House Office of Consumer Affairs How does each bullet point relate to your Club?

18. ClubMD • Club Executive Committee is the Club’s Customer Service Department • Happy customers who get their issue resolved tell about 4–6 people about their experience.—White House Office of Consumer Affairs • Oh, and if you’re wondering where you will get the money to deliver this WOW customer service, if increased revenue and cost savings aren’t enough… • It takes 12 positive experiences to make up for one unresolved negative experience.—“Understanding Customers” by Ruby Newell-Legner • A5 percent reduction in the customer defection rate can increase profits by 5–95 percent.—Bain & Company • It costs 6–7 times more to acquire a new customer than to retain an existing one. —Bain & Company

19. ClubMD • Member Extension (New Members) • Member Retention (Current Members) • Top 10 ways to ensure your best people will quit • http://www.ragan.com/Main/Articles/Top_10_ways_to_ensure_your_best_people_will_quit_47779.aspx# • Most reasons the most talented and productive people flee a given workplace can be avoided. Here are common mistakes, along with better alternatives • Here are 10 ways to guarantee that your best people will quit: Note: How does all this relate to your Toastmasters Club?

20. ClubMD 10. Treat everyone equally. This may sound good, but your employees are not equal. Some are worth more, because they produce more results. The key is not to treat them equally; it is to treat them all fairly. 9. Tolerate mediocrity. A-players don't have to or want to play with a bunch of C-players. 8. Have dumb rules. I did not say have no rules; I specified dumb rules. Great employees want to have guidelines and direction, but they don't want to have rules that get in the way of doing their jobs or that conflict with the values the company says are important. 7. Don't recognize outstanding performance and contributions. Remember Psychology 101: Behavior you want repeated should be rewarded immediately. 6. Don't have any fun at work. Where's the written rule that says work has to be serious? If you find it, rip it to shreds and stomp on it, because the notion that work cannot be fun is actually counterproductive. The workplace should be fun. Find ways to make work and/or the work environment more relaxed and fun, and you will have happy employees who look forward to coming to work each day.

21. ClubMD 5. Don't keep your people informed. You've got to communicate not only the good, but also the bad and the ugly. If you don't tell them, the rumor mill will. 4. Micromanage. Tell them what you want done and how you want it done. Don't tell them why it needs to be done and why their job is important. Don't ask for their input on how it could be done better. 3. Don't develop an employee retention strategy. Employee retention deserves your attention every day. Make a list of the people you don't want to lose and, next to each name, write down what you are doing or will do to ensure that person stays engaged and on board. 2. Don't do employee retention interviews. Wait until a great employee is walking out the door instead and conduct an exit interview to see what you could have done differently so they would not have gone out looking for another job. 1. Make your onboarding program an exercise in tedium. Employees are most impressionable during the first 60 days on the job. Every bit of information gathered during this time will either reinforce your new hire's "buying decision" (to take the job) or lead to "Hire's Remorse."

22. ClubMD The biggest cause of "Hire's Remorse" is the dreaded employee orientation/training program. Most are poorly organized, inefficient, and boring. How can you expect excellence from your new hires if your orientation program is a sloppy amalgamation of tedious paperwork, boring policies and procedures, and hours of regulations and red tape? To reinforce their buying decision, get key management involved on the first day and make sure your orientation delivers and reinforces these three messages repeatedly: You were carefully chosen and we're glad you're here; You're now part of a great organization; This is why your job is so important. Mel Kleiman is an internationally known authority on recruiting, selecting, and hiring hourly employees. Visit Mel's blog at www.humetrics.com. How does all this relate to your Toastmasters Club?

23. Toastmasters Tribe: Guide to increase your Toastmasters club membership http://www.toastmasterstribe.com/guide-to-increase-toastmasters-club-membership/ ClubMD

24. Social Media: Open up Facebook group account Create a buzz about the past and the upcoming meetings Open Twitter account and create a buzz about the upcoming meeting Video record good meetings, educational session and events.  And share it on Youtube.  Send the LINK to prospective Toastmasters Financials permitting;  set up a www.meetup.com  account else negotiate with www.meetup.com for special rates ClubMD

25. Human Resource Executive: Get in touch with HR executives of the organizations and invite them.  Sell them the benefits of TM for their employees.  Build up value for the employees ClubMD

26. Quality Meetings: Ensure that club meetings are attractive because attractive people attract attention.  So how do you make your meetings attractive ? I would say by adding value.  Personally evaluate your meetings; what clicks and what could be chipped off.  Note, planned meetings attract participation Plan your meetings at least 6 meetings in advance and announce the TMOD providing enough time for the role players to deliver quality performance All project deliveries should be mentored Respect time:  start and end on time for the meetings and every role play Special themes, Educational session and special role plays should spice up the meetings Recognize members and guests. Make them feel important because people don’t care how much you know unless they know how much you care ClubMD

27. Set down policy and targets: Script process who will be your face to the guests and how will you convert guest to members Set new membership targets and who will be responsible? Set incentive and recognition plan for getting new members Set a yard stick to measure your progress Don’t lose focus on retaining existing members and their participation ClubMD

28. And in conclusion, I would PARAPHRASE words of E.J. Burgay, “If your membersand guests get out of Toastmasters all that there is to get out of Toastmasters, they will never get out of the Toastmasters” ClubMD

29. ClubMD • Questions