The following is the experience of AIA
Toastmasters in running our recruitment programme. When we started the term 2019/2020, the base
membership was 32. This was due to various
challenges we faced, such as the pandemic lockdown. To date, the membership is 48, and will
continue to grow in the next few months, with another recruitment programme
planned towards the latter half of the term.
That is a 50% increase on base.
That number will grow by the end of the term. By the end of my term as president, we are targeting
a membership that is close to 64, a 100% increase on base.
The following are some of the steps we did
to address the situation. They are meant
to be replicable by any other club that chooses to follow them.
Objection Handling
We must understand why people leave, or choose not to renew. There are a multitude of reasons, but in the
last year, that reason is because of the transition to online meetings from
physical meetings. This is easily
addressed.
Toastmasters is an executive training programme, with an emphasis on
self-pacing, professional growth, and effective communication. This must be emphasised because it has direct
relevance to the real world, and not just the bubble of Toastmasters. There is no exercise of leadership, if there
is no exercise of effective communication, not just words. In a post-pandemic world, clients,
colleagues, and internal and external customers and stakeholders, are used to
the convenience of online meetings. People
are not going back to physical meetings unless there is a good reason for the
commute. Toastmasters, particularly
hybrid clubs, are an excellent place to practise both physical and virtual
speaking. They are distinct
proficiencies.
At AIA Toastmasters, one of the regular training sessions we do is
objection handling, and how to turn a “no” into a “yes”. This includes roleplaying, this includes
understanding the nature and reason for objections, and this includes discerning
the primary motivation for people involved in the programme.
Anatomy of a Recruitment Programme
Most clubs treat speechcraft as a recruitment workshop. The problem here is that they assume people
interested in the programme are invested in it.
That investment must be earned. A
recruitment programme is a recruitment programme. A speechcraft may be part of it, but it
cannot be the entire programme. A holistic
recruitment programme must have two objectives: they must pay the membership,
and they must complete their ice breaker project. People who have done both are likely to be
committed.
A recruitment seminar, not workshop, is a session with the sole intent
of introducing Toastmasters, and ingraining, into the attendees, the relevance
of the programme to their personal, professional, and career development. For such a programme, it is important to get
speakers who are entertaining and credible first. There is no point in getting a Distinguished
Toastmaster who will put the audience to sleep.
There must be some levity, a lot of eloquence, and an overload of
charisma.
During the session, teams must be assigned to follow-up on any interest
generated. The window of interest is
short, and can be from a few days to two weeks, depending on the impression
gained. The purpose of the follow-up
team is to ensure that they pay the membership, and that they commit to a
speechcraft with their peers.
Once the membership is paid, there must be someone in charge of
assigning the mentor to the new member.
Mentorship assignment is crucial.
It is important to understand the motivation, the stature, and the life
experience of the new member, and assign a relevant mentor. If your new member is a director, it makes no
sense to assign a fresh university graduate.
There must be some compatibility, and growth in personal development. Clubs that lack mentors of calibre should ask
the Area Councils for help, or go higher.
This should be done quickly. Within
three days of membership being confirmed, the mentor should have made contact
with the protégé.
The next step is for the member to be prepped and motivated to give
their first speech. This is where we
have our speechcraft programme. This is
done two weeks from the recruitment session, to give the follow-up and
mentorship team time to settle membership and administration work. The purpose of the speechcraft workshop is to
explain the importance of the first speech, and explain the elements of a good
ice breaker speech. The ice breaker
speech is the speech that we will use throughout our lives, when we introduce
ourselves to different people.
The new members will then have a week to work on their ice breaker with
their mentors, and present at the second half of the speechcraft, which is
essentially a speech marathon. Since every
member is doing their very first project, this reduces the stress and fear
factor. This gives them the sense of
graduating, and being part of something.
The timeline, from execution to speech marathon, is around 6 weeks. The planning beforehand takes around 4
weeks. This includes time set aside for
the dry run of the recruitment session, and all the workshops. We need this to be done as professionally as
possible.
Successful execution of programmes like this require a dedicated team,
and sound planning. It is important that
we plan as if we are going to war, because in a sense, we are. Not all clubs may have the depth of
membership, and the institutional values to carry this off at the first
time. It is important to look at club
development as a gradual process and build capabilities, and bank institutional
knowledge. This can be hastened by
combining with other clubs, or getting experienced external Toastmasters
involved.