Introduction
There are a few simple steps that can help set a club coach firmly on the path to success. All too often we struggle to find people willing to serve as club coaches in support of low member or struggling clubs because the task appears overwhelming and time-consuming for the coach, especially when the club members and officers lack the energy and direction and rely on the coach to give them a “quick fix”. This can also result in the coach being tempted to take over, rather than empowering the club members and officers to make the improvements themselves. Without engaging the club and helping them to overcome the specific challenges they face, I believe it is far more difficult to create lasting positive change for the club.
This article contains “first steps” that will set up a successful club coaching intervention, by providing direction to the coach and by engaging and motivating the members and officers of the club.
Club Buy-In: This is important because the club members and officers need to buy-in to the support intervention to increase the chance of lasting positive change.
Club Assessment: An assessment of the current situation in the club helps identify challenges, key areas of improvement and provides specific targets towards which the coach and club can work.
Engagement Earns Buy-In
It is virtually impossible for a club coach to bring about positive change in a club unless the club members and officers buy in to the idea of working with a coach and of growing the club. The club’s willingness to work with a coach should be established by the area or division governor, the Lt Governor Marketing or the relevant district chairman. This discussion should introduce the role of the coach and the club during the rebuilding process. It is important that realistic standards and expectations be set from the beginning. If the club is engaged at an early stage and commits to the support intervention they will be more open-minded to suggestions from the coach.
The coach builds on the club’s initial buy-in in several ways: demonstrating how the members and officers will benefit from improving the operations of the club, how the suggested changes will lighten the burden of running the club and meetings, and how maintaining a positive energy at the meetings creates an ambiance that will draw new members. Try to draw direct links between the changes you are suggesting and how these changes will benefit the members and officers. Stating the benefits is a great way to begin your dialogue with the coached club. Another way to build trust is to show that your willing to attend meetings (both regular and officer meetings), serve in the meeting roles and participate in the social aspects (if any) in the club. For example, some clubs have a meal after their meeting, why not join the club for their meal? The coach may also email members of the club to praise them for a job well done. Be specific and prompt in your praise. While building rapport in the early stages, refrain from offering unsolicited advice. It takes time to understand the character of a club and the personality of its members. If a member asks you a question about the club, feel free to answer. Once you have proven your commitment, build trust and established rapport, it’s time for the assessment. This is an opportunity to teach the club’s officers how to identify and resolve their own challenges. The more you engage the club officers in this process the more you ensure lasting change.
Assessment
The purpose of doing an assessment of the current status of the club is to identify the specific challenges facing the club, and the actions that may be required to resolve these challenges. An assessment will help to break the perception that the task is overwhelming and focus the coach’s attention onto smaller, achievable targets to be resolved.
There are many assessment tools that can be used to provide insight into how a club is operating: Moments of Truth, the module from the Successful Club Series, is a very effective assessment tool, and several districts have developed their own tools that they use. I developed a tool that focuses on several areas that I find help me identify strengths and weaknesses in a club, but the factors used below are by no means the only way to assess a club and I encourage coaches to find a tool that works for them.
Here are the aspects that I encourage coaches to assess:
1) Club Officer Effectiveness: How effective are the club officers in their tasks? What are they doing well? What can they improve? What resources and/or training can make the club officers more effective?
There is a potential problem if:
Club Officers not fulfilling roles effectively
Club Officers not attending meetings
Club Executive meetings seldom held
Club Officers not attending COT
Room not set up professionally
Club not achieving on DCP
Club does not communicate with district leaders
Club does not act on area governor input
2) Meeting Quality: Is every meeting a quality meeting, with value for each attendee? What is the club doing well at their meetings? Are there communication and leadership assignments, positive and useful evaluations? Are members holding multiple roles to fill the agenda? Does the meeting have a positive and fun atmosphere? What steps can be put in place to improve meeting quality?
There is a potential problem if:
Members not participating
Meeting quality not good
No or few assignments on agenda
Whitewash evaluations.
Members doubling up on meeting roles
Only advanced assignments being presented (except for advanced club)
CL assignments not being completed/evaluated
Training/educational slots seldom presented
General Evaluations seldom presented
Club not registering educational goals
3) Interpersonal Aspects: Is there conflict that is impacting negatively on the club? Are the members acting as a clique that excludes potential members and visitors?
There is a potential problem if:
Guest to member conversion not happening
Members not attending
Members not participating
Members leave after 6 months
Club does not have active membership building programme
Club does not monitor attendance
Club does not follow up on absenteeism
4) Public Relations: What public relations is the club doing? How effective is the public relations officer (PRO) in drawing guests to meetings? Are there ways that the club can improve there PRO and raise their profile in the target market(s)?
There is a potential problem if:
Few guests at meeting
Guests do not return
Club does not have updated website/regular newsletter
Club does not have active PRO plan
Club does not have a guest pack
Club does not collect contact details from guests
5) Administration: is the club meeting the reporting requirements set by Toastmasters International? If not, do officers need to be trained in how to submit required information, or do they need to be shown the benefits of reporting on time?
There is a potential problem if:
Club Officer List not submitted on time
Semi-annual dues not submitted on time
New member applications not submitted in a timely manner
Educational applications not submitted in a timely manner
Venue unsuitable or difficult to find f. No AGM held with CO reports and finances presented
From Assessment to Planning
Input from the assessment can then be used to identify strengths and areas for improvement, and these can be developed into a plan for the club. The coach can facilitate the planning process in several ways. Challenges can be prioritized, and a plan of action for each agreed between the club officers and the coach, with the coach facilitating the development of ideas and processes for the club to implement. It may be valuable to start with a few small changes that can yield results quickly, as this will increase commitment to the coaching and give the club something to celebrate before moving onto more complex challenges. The coach may direct the club toward additional resources especially when training or additional knowledge is required. The coach may provide the resources themselves or request assistance from the area, division or district. Similarly where materials or other resources are required, the coach can facilitate their acquisition or advise the club where such materials and/or resources can be found.
About the Author
Lois Strachan is a Distinguished Toastmaster and a past District 74 Governor. She has been a member of Toastmasters for 12 years and is a member of four clubs in Cape Town, Southern Africa. For the past three years Lois has served as Club Support Coordinator for District 74, serving as a resource and mentor for district officers, clubs and coaches in the district. She achieved her first DTM in 2005 and a second in 2010. Lois is an active participant in the discussions on the D74 Clubs and Coaches Facebook Site and may be contacted there.
Other club assessment tools may be found at…
Toastmasters International Club Coach Assessment Guide…
http://www.toastmasters.org/clubcoachguide
District One Club Assessment Tool…
http://www.tmdistrictone.org/cattool07.pdf
District 39 Club Fitness Assessment Tool…
http://www.district39.info/members/district39/adminpages/CFPAssessment
Moments of Truth…
http://www.toastmasters.org/MomentsofTruth.aspx