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218F

Area and Division Governor Training. The First Class Club Coach. 218F. Session Objectives. What qualifies a club coach Why a club coach is needed How to be an effective club coach. 1. Introduction. A club coach:. Builds a rapport with club leaders and members

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218F

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

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

  3. Introduction A club coach: • 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 2

  4. Introduction Your opportunity to: • 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 3

  5. 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. 4

  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. 6

  7. Making the Club Connection • 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. 7

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

  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. 9

  10. 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

  11. 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. 14

  12. 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. 17

  13. 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. 19

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

  15. 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. 21

  16. 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. 21

  17. 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 21

  18. 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 21

  19. 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 21

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