8503 High Performance Leadership

HIGH PERFORMANCE

LEADERSHIP

LEVEL 5 PROJECT

TABLE OF CONTENTS

Introduction

Your Assignment

Assess Your Skills

Competencies

Dening Leadership

Your Guidance Committee

Your First Guidance Committee Meeting

Selecting a Project

Creating a Strategy

Putting Your Plan into Action

Overcoming Conict and Challenges

Results and Evaluation

Analyzing and Presenting Your Results

Complete Your Assignment

Resources

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Rev. 8/2017 Item 8503

Leadership can be deﬁned as the ability to inspire and guide, build an

environment where visions are developed, and support a team while goals are

met. A leader who ﬁlls that deﬁnition, and does it in a way that motivates others

to participate and contribute, is a high performance leader.

In this project, you will build a team and lead its members to the successful

completion of a project of your design. You will develop a comprehensive plan

that includes a set of well-deﬁned goals, delegate tasks to team members, and

motivate each individual through the completion of his or her tasks until the

project is complete.

Purpose: The purpose of this project is to apply your leadership and planning

knowledge to develop a project plan, organize a guidance committee, and

implement your plan with the help of a team.

Overview: Select a project to complete with a team of at least three other

members. Form a guidance committee and meet at least ﬁve times through

the duration of the project. Deliver a 5-to 7-minute speech at a club meeting to

introduce your plan and vision. After you implement the plan, deliver a second

5- to 7-minute speech at a club meeting to share your experience developing and

completing your plan.

INTRODUCTION

YOUR ASSIGNMENT

Throughout this project you will see icons in the margins next to the text.

These icons indicate additional resources available online.

Interactive Activity: Sign in to Base Camp to complete an

interactive activity.

Resource: Sign in to Base Camp to view this resource

online.

Video: Sign in to Base Camp to watch a video that supports

this project.

For all

assignment

details and

requirements,

review the

Project Checklist

on page 22.

Page 2 HIGH PERFORMANCE LEADERSHIP

ASSESS YOUR SKILLS

Pre-Project Statement Post-Project

5 4 3 2 1

I can build a team with the skills necessary to complete

project tasks.

5 4 3 2 1

I motivate team members throughout the lifecycle

of a project.

5 4 3 2 1

I can develop a plan with a set of goals.

5 4 3 2 1

I can eﬀectively delegate tasks to team members.

5 4 3 2 1

I am comfortable supporting team members to whom I

have delegated tasks.

5 4 3 2 1

I am conﬁdent that I can lead a team to the successful

completion of a project.

5 4 3 2 1

I recognize how this project applies to my life

outside of Toastmasters.

5 4 3 2 1

EXEMPLARY

ACCOMPLISHED

EXCEL

EMERGING

DEVELOPING

Evaluate your current skill level by rating each statement.

Select the appropriate number based on your skills today:

HIGH PERFORMANCE LEADERSHIP Page 3

The following is a list of competencies that

you will learn and practice in this project.

■ Build a team by identifying skills and competencies necessary to complete

project tasks.

■ Motivate team members throughout the project, from inception to completion.

■ Develop a plan, including well-deﬁned goals.

■ Delegate tasks to team members and provide support throughout.

■ Lead with conﬁdence to the successful completion of a project.

COMPETENCIES

The path to completing projects, solving problems, and stimulating progress

begins with the skills, inﬂuence, and determination of a leader. Great leaders

embody certain characteristics and values that help them guide a project and

their team toward goals.

Understanding leadership is essential to completing this project and any project

in which you must assume a leadership position.

THE DIFFERENCE BETWEEN LEADERS

AND MANAGERS

Many managers are powerful leaders and some leaders make excellent managers,

but they are not the same. While a person may be both a leader and a manager,

there is a diﬀerence in the skill sets needed for these roles.

Within Toastmasters, managing is deﬁned by planning, organizing, and facilitating

speciﬁc tasks. Leadership is about people. Whether they are working with

individuals or groups, leaders build camaraderie and empower others to learn

and develop. Leaders can come from anywhere. Whether you possess formal

management experience or not, you can be an eﬀective leader.

Formal Authority

Some leaders have a formal title or rank that commands respect and attention.

People follow them because they are designated to the role by their title.

Leadership that is dependent on a title is called formal authority.

DEFINING LEADERSHIP

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Earned Authority

There are other leaders who possess an incredible ability to lead, but not a title.

This type of leadership is deﬁned as informal or earned. It is derived from personal

relationships and a keen ability to understand the people around them.

Eective Leadership

Regardless of whether or not a successful leader has formal or earned authority,

she shares a capacity to inﬂuence others and successfully complete tasks.

The ideal situation for a leader is to have both formal authority and earned

authority, but you can be eﬀective without a title when you possess a high level

of earned authority.

LEADING IN A VOLUNTEER ORGANIZATION

Take some time to review the results of the Discover Your Leadership Style

questionnaire you completed in the “Understanding Your Leadership Style”

project. Understanding your leadership preferences can help you choose your

project for the “High Performance Leadership” assignment and also guide you in

making the most of your skills when working with your team. Because this project

will be done within the Toastmasters environment, understanding altruistic

leadership can be helpful.

Altruistic leadership is a type of leadership that places the empowerment of

others and the needs of the team above the leader’s personal need for credit and

acclaim. The core of this type of leadership involves building positive relationships

and working with a set of values that emphasizes worthwhile contributions.

Altruistic leaders are willing to step back and allow the good of their team, their

organization, and their project to be the force that drives decisions.

HIGH PERFORMANCE LEADERSHIP Page 5

SIX AREAS OF ALTRUISTIC LEADERSHIP

There are six areas identiﬁed as components of altruistic leadership. The most

skillful altruistic leaders are eﬀective in all of them. The areas include: vision and

values, direction, persuasion, support, development, and appreciation.

Vision and Values

It is important for leaders to envision the ideal future of their project or organi-

zation while staying focused and engaged in the present. To be eﬀective, they

need to clearly communicate their vision and values to others and demonstrate a

high level of integrity by allowing their values to guide their actions.

Leaders clearly deﬁne their vision and demonstrate their values in the way they lead.

Direction

One of the ﬁrst steps in leading a team to the successful completion of a project is

identifying tasks to be completed. Once the tasks have been determined, a leader

needs to set goals and establish priorities. A part of this process is to delegate

responsibilities and support team members in accomplishing the tasks necessary

to turn a vision into reality.

Leaders set goals, establish priorities, and delegate responsibilities.

Persuasion

The ability to persuade others to see, understand, and believe in a vision is a

fundamental skill for successful leadership. When others believe in the vision, they

are more likely to commit themselves to achieving it.

Leaders have the conﬁdence to stay focused on their goals and persuade others

to join them.

Support

Providing support to all team members will help them function as a cohesive unit.

When each team member has the necessary resources, the tools and understanding

to work productively, and is equipped with the skills necessary to accomplish tasks,

they are likely to stay focused throughout the course of a project.

A leader who encourages creativity will build a stronger connection with team

members who are likely to generate more innovative results. When the team

encounters challenges, strong leaders provide the guidance necessary to resolve

problems quickly and eﬀectively.

Leaders support team members by meeting practical needs, encouraging

creativity and innovation, and providing steady guidance through adversity.

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Development

Team members are most likely to contribute at their highest level of ability when

their personal needs and goals are met. To help each member fulﬁll her needs

and goals, a leader must have an understanding of the individual. The leader may

need to ﬁll the role of mentor, coach, and enthusiastic supporter to develop team

members to their greatest potential.

Leaders challenge team members to learn new skills and expect them to work to

the best of their abilities.

Appreciation

Strong leaders recognize the value of honoring the eﬀorts of the people they lead.

By praising diligent eﬀorts, making a point of recognizing positive contributions,

and respecting the ideas and opinions of others, they build a team that works

toward reaching goals with commitment.

Leaders recognize team members for their eﬀorts and accomplishments.

BUILD A GUIDANCE COMMITTEE

An important step in your “High Performance Leadership” project is to recruit the

members of your guidance committee. The members of this group will help you

evaluate your project’s progress, give you advice, and oﬀer feedback based on

their perceptions.

Your guidance committee must include a minimum of two members. You may

assemble a larger committee if you believe more people will better support your

needs and the requirements of your project.

When choosing your committee, keep in mind that you will work with the

individuals you select for weeks or months—even a year or more if your project is

an ambitious one. Make sure they will be available for the duration of your project.

Choose committee members who are supportive, practical, and available to meet

with you as necessary.

At least one committee member must be an active member of Toastmasters

from the beginning of your project to the end. Other committee members can

be from your place of employment, friends, or associates in any area related to

your project. Build a committee that includes individuals with a wide variety of

expertise.

Committee members must be willing to meet a minimum of ﬁve times during the

course of your project. As the leader, you are responsible for establishing meeting

dates, determining meeting locations, and providing agendas.

YOUR GUIDANCE COMMITTEEYOUR GUIDANCE COMMITTEE

HIGH PERFORMANCE LEADERSHIP Page 7

INVITE MEMBERS

Compose a list of possible guidance committee candidates. Contact each one,

brieﬂy explain the reason you need her help, and ask her to participate. Once you

have commitments from all the members of your committee, communicate with

each person and arrange your ﬁrst meeting.

CREATING YOUR VISION

Before your ﬁrst meeting with your guidance committee, begin to formulate

your vision. A vision is a far reaching idea of the future that is not aﬀected by any

constraints. When you create your vision, it doesn’t matter if you know how you

will accomplish what you imagine. The steps to achieve your vision come later.

Instead of worrying about the process of making your vision a reality, focus on

your ideal.

If your project is to improve club meetings during your term as vice president

education, visualize a club meeting in which every participant is prepared, every

meeting segment is fast-paced, fun, and educational, and everyone is enthusiastic

and friendly. Create a mental picture ﬁlled with as much detail as possible and

write it down.

Organize your vision ideas and descriptions in a way that will allow you to easily

share it with your committee. Depending on the number of members, you may

choose to develop a visual aid.

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YOUR FIRST GUIDANCE

COMMITTEE MEETING

SET THE PURPOSE

At your initial meeting, you will collect input to help you decide on your project.

Plan well for this and all meetings with your guidance committee to make the

most of the time you have together. Prepare an agenda, arrive early, and make

sure the room setup is appropriate for your meeting. You can use the Meeting

Agenda resource on page 32 or create one of your own.

Begin your meeting with introductions. Because some committee members may not

know each other, introduce them and thank everyone for being a part of your project.

BRAINSTORM PROJECTS

Share all of the notes you developed while contemplating your vision and invite

committee members for their input. Record all suggestions, even if they do not

align with your ideas. It is from this list of ideas and suggestions that you will

design your project. Save all suggestions as possible tasks or milestones for this

or future projects that lead to the fulﬁllment of your vision.

PROVIDE MATERIALS

If you think it would be helpful to your guidance committee, distribute the

resources starting on page 31. These documents are provided to help you and

your guidance committee organize meetings, input, and assist in the design and

planning of your project. Though your committee is unlikely to use most of the

forms, they may help them understand the materials you have at your disposal.

DEMONSTRATE YOUR LEADERSHIP

Your guidance committee is available to help you build your leadership skills.

Be sure they see the best of you. Start all meetings on time and follow your

established agenda. Listen respectfully to input and be forthright about your

decisions, even if they diﬀer from the path suggested by your committee.

Be sure to conclude meetings at the designated time and thank committee

members for their participation.

HIGH PERFORMANCE LEADERSHIP Page 9

There are several things to consider when selecting your project. The following

sections include a few of them.

CONSIDER ALL INPUT

After the conclusion of your ﬁrst guidance committee meeting, review all input

along with your original notes on your vision. Use your ideas and the committee’s

input to decide on a project. It may be clear to you before you meet with your

committee exactly what you want do, or you may need a few days to consider all

of the information before you select a project to complete.

DEFINE YOUR PROJECT

Your “High Performance Leadership” project is your choice completely. There

are no limits to what you can accomplish. Be sure the project you choose is

something to which you feel a strong sense of commitment.

You must balance working toward the fulﬁllment of your vision with showing the

result of your eﬀorts in a reasonably short period of time. Consider the duration

of commitment from both your guidance committee and the team you build to

help you complete the project when making a ﬁnal decision.

Your project needs to be designed to support you in a leadership role. You may

choose to complete a project within your Toastmasters club or district, or for

another organization.

TAKE THE LEAD

If you are a supervisor in a business, you can select a leadership project related to

the needs of the company. If you are an employee without supervisory duties, you

may want to ask your supervisor if you could take responsibility for a project that

would give you the opportunity to exercise your leadership skills. You might select a

project for your community, an association, a service club, or a professional group.

You may also choose to work on a project for your Toastmasters club or district,

perhaps while serving as an oﬃcer or committee chair. For example, if you are

vice president education of your club, you are chair of the education committee.

During your term of oﬃce, you could lead the committee to improve club

meetings, build membership, or develop a stronger rapport in your community.

SELECTING A PROJECT

Page 10 HIGH PERFORMANCE LEADERSHIP

MANAGE THE SCOPE

As you reﬁne your options and develop your project, be sure that your plans

remain reasonable in scope—not too broad or too vague. Regardless of who

your project will beneﬁt, it must make a positive contribution to the cause or

organization you choose.

Though your project may be a small step toward fulﬁlling your broader vision,

know that you can save your original notes along with your committee’s input

and return to these records when you are working on other projects in this and

future paths. Each project you complete will bring you closer to the realization of

your vision.

You must meet with your guidance committee a minimum of ﬁve times in order

to complete the “High Performance Leadership” project. Organize your meetings

to coincide with these important milestones:

1. Before you select your project

This is your initial meeting to introduce committee members and acquaint them

with your ideas for your project.

2. After you create a vision

Select a project and begin writing your project plan overview. Use this time to have

an in-depth discussion with your committee about your vision, goals, and plans for

communicating about your project to others. This meeting can also include time to

practice your ﬁrst speech for your club by sharing it with your committee.

3. After you form a team and build a full project plan

In this meeting, discuss the recruitment and formation of your team, your plan

for the project, the speciﬁc roles, goals, and timetables of your project, and your

written plan.

4. At the midpoint of your project plan

Agenda items for this meeting include your progress, obstacles, problems,

setbacks, and any issues with stakeholders that occurred. Share how you are

dealing with challenges, an analysis of the validity of your original plan, and

feedback from your team members.

5. When your project is complete

When your project is complete, but before you present your second speech to

your club, use this time to discuss the success of your project. Include what you

have learned about leadership, about others, and about yourself, and important

points you plan to cover in your speech.

HIGH PERFORMANCE LEADERSHIP Page 11

DESIGN YOUR PLAN

With your project selected, you need to create a project plan. You may choose

to use the Project Plan Overview resource on page 33 to begin the process of

organizing, or design a document of your own. Your plan overview is a living

document that may be edited at any point within your project to meet your needs.

For your overview, look at the large, overarching components of your project.

This is not the time to create a formal timeline, but you may want to consider

estimating the amount of time each task will take. Your estimate of the amount

of work needed to complete your project will help you determine the number of

people needed on your team.

Be sure your plan overview includes a list of potential stakeholders. Stakeholders

are individuals or groups who are aﬀected by your project. Internal stakeholders

are you, the members of your team, and your guidance committee. External

stakeholders are any other individuals aﬀected who are not members of the

internal group.

Try to anticipate resources needed as well. The more complete your information,

the less likely you are to run into problems later.

Gather your guidance committee to review your plan overview and discuss your

project. Your committee is there to help you. Listen to and consider all input from

committee members. You may not choose to act on suggestions, but you chose

the members of your committee for their expertise and support. Let them help

you bring your project to its fullest potential.

At this time, you will make your ﬁrst speech to your club.

CREATING A STRATEGY

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BUILD YOUR TEAM

Select team members who have an interest in your project or will beneﬁt from

being involved. Make every eﬀort to balance the group by including members

with a wide variety of skills and expertise.

Once you have formed your team, bring them together and share your plan

overview. Give members an opportunity to make suggestions about your plan

and the best use of their talents.

FORMULATE YOUR PLAN

Use your plan overview along with input from your guidance committee and

team to build your project plan. You may use the Project Plan on page 34 or create

one of your own. As with the plan overview, this is a living document. Feel free to

edit the content by adding or removing sections to eﬀectively meet your needs.

At a minimum, every project plan needs to include the name of the project, a list

of the primary stakeholders and stakeholder groups, a list of team members, and a

record of assigned tasks, milestones, and deadlines.

DELEGATE TASKS

Meet with your team and discuss the skills or other contributions each person

brings to the project. For example, one person may have excellent technical skills,

another may be an accomplished public speaker, and another may have contacts

with inﬂuential people.

Based on your discussion, delegate responsibilities by assigning team members to

tasks that make the best use of their skills and abilities. Depending on the nature

of your project, some of these categories could include public relations, project

management, and ﬁnance. Invite each individual to identify at least one speciﬁc

goal they believe must be met to successfully complete the project.

Goals must be speciﬁc, measurable, practical, achievable, bound in time, and

action-oriented. Record all goals and take the time to review them with the

team as a whole. Be sure the accomplishment of each goal will move the project

toward completion. Revise as necessary based on feedback.

ESTABLISH MILESTONES

Use the list of team member goals along with any goals you have set for the

project to establish milestones in your project plan. A milestone is an important

point in the progress of your project usually connected to the completion of a

task or group of tasks.

HIGH PERFORMANCE LEADERSHIP Page 13

SET A TIMELINE

Once your tasks have been assigned and the milestones have been set, develop

a timeline of events. Include space for periodic reviews of your progress and

highlight the midway point.

As you reach each milestone, meet with your team or pause to review progress on

the overall project. You will need to set a meeting with your guidance committee

when you reach the halfway point of your project to discuss your progress.

SHARE INFORMATION WITH YOUR TEAM

Keep your plan as simple as possible and share a copy with each person on your

team. Be sure each team member has access to any other information he needs,

such as contact information for you and other team members as well as tools

required to complete assignments.

Meet with your guidance committee to review your plan and discuss all recent

actions.

LEADING YOUR TEAM

During the organizational phase of your project, you had the opportunity to lead

your team and establish your plan. Once the project is underway, your leadership

skills will be more valuable than ever. You will need to be prepared to meet the

needs of your team while still maintaining the forward progression of your project.

Provide Support

For a team leader, providing support comes in the form of clearing obstacles

to enable the project to move forward. Speciﬁcally, a leader may oﬀer team

members encouragement, validation, or emotional support.

Support may also manifest in relationships outside of the team. You may need to

uphold the team’s goals and achievements with external stakeholders or other

groups within an organization. Challenges may arise that require you to make

decisions or resolve conﬂicts between team members. You may also need to be

present to help the team accomplish speciﬁc tasks.

A successful leader provides support by keeping the lines of communication open

between herself and her team, and among individual team members.

Fluid and eﬀective communication can eliminate many conﬂicts and challenges

before they arise.

PUTTING YOUR PLAN INTO ACTION

Page 14 HIGH PERFORMANCE LEADERSHIP

KNOW WHEN TO INTERVENE

Make the best decisions possible regarding when to intervene in challenges or

conﬂicts with your team. You also need to recognize when to remain silent and

let others complete their work without your involvement. Trust the judgment of

your team members. Give them the freedom to act and to take responsibility for

the results.

By allowing your team members to do the jobs assigned to them without

interference, you create an environment in which individuals feel a sense of

ownership of the project as a whole. A sense of ownership generates enthusiastic

participation and greater commitment.

DEVELOPMENT

Provide learning opportunities for each member of your team. Share what you

know and what you learn during the course of your project, but also encourage

team members to share their expertise. Allow time for cross-training between

team members on speciﬁc skill sets whenever possible. Encourage your team to

learn and share what they know.

APPRECIATION

Sincere praise and recognition can boost morale and increase commitment to

your project. Let your team members know you value their contributions. Each

milestone you reach is a good time to stop and review the good work they are

doing and what they have accomplished so far.

HIGH PERFORMANCE LEADERSHIP Page 15

Obstacles and conﬂict can be part of even the most well-planned projects. As a

leader, it is your job to view obstacles as manageable challenges. If your project

stalls, you will need to work toward ﬁnding a solution and simultaneously keep

your team focused on the plan. Challenges and obstacles can be an opportunity

to unite as a team.

MANAGE OBSTACLES

Be realistic about any challenge you face. Every problem or obstacle tests your

project plan as well as your leadership abilities. Focus ﬁrst on the immediate impact

of the challenge, seek input from your team when possible, and solve what you can.

Minor challenges may require small adjustments to your timeline or plan, but

generally have little impact on the project as a whole. More signiﬁcant challenges

may have a larger impact.

When the obstacle you face is more than a small challenge, you will need to

evaluate your plan to be sure it is still viable given the new situation. If your original

plan is still workable, solve the problem as eﬀectively as you can. If it is necessary

to revise your plan, work with the team to create new goals, tasks, and deadlines.

CHALLENGES WITH TEAM DYNAMIC

It is possible that a challenge you encounter will deal with people. Personality

conﬂicts or disagreements about the way tasks should be done may aﬀect team

members’ attitudes and productivity. As the leader, it is your job to facilitate

resolutions to these types of conﬂicts.

OVERCOMING CONFLICT

AND CHALLENGES

PROGRESS REVIEW MEETINGS

As work progresses on the project, hold regular meetings with your team to keep

them informed. You may use this type of meeting to share the overall progress of

the project, acknowledge contributions, or give general feedback to the group.

Give each team member the opportunity to speak. By allowing team members

to express concerns and share successes, you establish an environment where

communication and appreciation ﬂourish.

In each meeting, address the highest priority items ﬁrst to make sure you

accomplish as much as possible in the allotted time. Review your agenda before

the meeting begins. If a single issue is particularly complex, it might be most

eﬃcient to talk about smaller items ﬁrst.

Page 16 HIGH PERFORMANCE LEADERSHIP

Whenever possible, allow team members to resolve conﬂict without your

intervention. If you must be involved to reach a solution, facilitate conversations

between team members. Spend extra time and eﬀort encouraging team members

to communicate. Only impose your solution to a problem as a last resort.

Empowering team members to solve their own problems can be more time-

consuming than establishing a solution of your design, but it will do more to

strengthen commitment and build relationships than any solution you could oﬀer.

WHEN A TEAM MEMBER IS DETRIMENTAL

Occasionally you may encounter a team member whose performance impairs the

team’s work. Meet with the individual privately to discuss the problem. Be clear

and concise in explaining each issue and oﬀer solutions and support.

If the team member’s performance is less than satisfactory after a private meeting

and time to make changes, it may be necessary to remove the member from

your team.

WHEN TO DEVIATE FROM YOUR PLAN

On occasion, a problem arises that necessitates a deviation from the original plan.

You may discover that the approach agreed upon when the project began is not

working. The project may have been too ambitious, or perhaps the team doesn’t

have the necessary skills or knowledge to carry out the plan. When you face a

major challenge of this type, reevaluate your plan.

Before putting a stop to the entire project, look to see if speciﬁc parts of the plan

that no longer work can be changed. If that is the case, revise those sections and

continue on the path to completing your project.

When the original project plan no longer makes sense, you will have to reevaluate

the entire project. Remain open-minded and consult your guidance committee.

Work with team members to reevaluate and revise the plan. Overcoming

obstacles can make the team stronger and grow conﬁdence in your ability to lead.

REACHING THE MID-POINT

As your project progresses, take time to review the development of your

leadership skills. Once you have had several interactions with team members,

faced challenges, and coordinated work on your project, pause for a progress

review. Ask yourself the following questions that will help you measure your

leadership eﬀectiveness in three diﬀerent areas. You may answer them privately

or complete the 360° Evaluation on page 37 and use your results to facilitate a

discussion with your guidance committee during your mid-point meeting.

HIGH PERFORMANCE LEADERSHIP Page 17

Some other questions you may want to answer with your guidance committee

include:

Team Performance

■ Are members accomplishing tasks well and on time?

■ What is the team’s overall progress on the project?

■ Is the project at an appropriate stage?

Team Eectiveness

■ Are members working together eﬀectively?

■ Is there a sense of team spirit and cooperation?

■ Are team members making the best use of their knowledge and skills?

■ Are members able to respect each other’s diﬀerences while reaching

agreement on critical issues?

Personal Assessment

■ Identify examples of times your leadership moved the project closer to

your vision.

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Once your project is complete, take time to review the results. Meet with your

team to debrief the ﬁnal result and the experience of working together to achieve

a goal. Thank your team for their commitment and eﬀort to help you complete

the project and fulﬁll a part of your vision.

Meet with your guidance committee and share what you learned going through

the process of completing your project. Express your appreciation for their time

and commitment.

360° Evaluations

At the conclusion of your project, invite stakeholders, including your team and

your guidance committee, to complete a 360° evaluation. A 360° evaluation

provides performance feedback from all directions.

360° in a Business Setting

In a business setting, it would include responses from upper management,

supervisors, managers, peers, and those who report to an individual.

360° in a Volunteer Setting

In a volunteer setting such as Toastmasters, a member might request feedback

from the president of his club, members of his team, and fellow Toastmasters who

are aﬀected by the work he has done.

Guidance Committee 360°

In this project, you must get feedback from at least one member of your guidance

committee and one member of your team. If your guidance committee and team

are small, invite everyone to contribute an evaluation.

360° in Review

The most valuable evaluations are those that are completed with honest feedback.

It is fantastic to be rewarded at the end of a project with kind words and accolades.

It could be more valuable to have those accolades supported by feedback that

provides challenges to overcome.

Your Personal 360°

The more you learn from the completion of your project and honest evaluations,

the better leader you will be. Be sure to complete an evaluation on your

performance as well. Self-assessment is a powerful tool when combined with

evaluations from others.

A 360° evaluation helps to provide a balanced view of your contributions

and performance within a group. You learn about your performance from

the observations and perceptions of others who see your work from diﬀerent

perspectives.

RESULTS AND EVALUATION

HIGH PERFORMANCE LEADERSHIP Page 19

When you receive your evaluations:

■ Develop a plan for implementing feedback directly from the evaluation.

■ Build on strengths and look for places you can grow skills in need of development.

■ Use the process as an opportunity to consider your contributions and behaviors.

CONDUCTING 360° EVALUATIONS

There are a variety of ways to conduct a 360° evaluation. Use the 360°

Evaluation provided on page 37 to help you plan for your evaluation. Choose

the method of administration you feel is most eﬀective, whether face-to-face,

paper-based, or electronic.

It is important to review the results of any project. The ability to reﬂect on success

and areas for growth is fundamental to developing skills as a leader. Just as you

would give team members feedback based on the results of their eﬀorts, you

need to evaluate the project as a whole and yourself as a leader.

Review Results

ANALYZING AND PRESENTING

YOUR RESULTS

Analyze your eﬀorts and the eﬀorts of your team. For a successful project,

evaluate what contributed to the positive outcome. It might be the team

members’ outstanding work, your ability to overcome obstacles, or a

combination of the two.

Even in the most successful projects, there are areas that could have been

completed in an easier, more eﬀective way. Consider what you would choose

to do diﬀerently in future projects.

When your project doesn’t achieve what you had hoped, determine speciﬁc

factors that contributed to the outcome. Take each step of the planning into

account as you review.

Page 20 HIGH PERFORMANCE LEADERSHIP

COMPLETE YOUR ASSIGNMENT

Now that you have read through the project, plan and prepare your speech

or report.

Review: Return to page 2 to review your assignment.

Organize: Use the Project Checklist on page 22 to review the steps and add your

own. This will help you organize and prepare your assignment.

Schedule: Work with the vice president education to schedule your speech.

Prepare: Prepare for your evaluation. Review the evaluation resources on pages

25–30 and share all resources with your evaluator before your speech. You may

choose to share your evaluation resources online.

SHARING THE END RESULT

The last step in your “High Performance Leadership” project is to present

a speech about your experience to your club. Once you have developed

an outline of your speech, schedule the last meeting with your guidance

committee. Share the success of your project, what you have learned about

leadership, people, and yourself during the process, and the main points you

plan to cover in your speech to your club.

This is the ﬁnal meeting with your committee. Be sure to thank them for their

help and support.

Your problems may have begun with a project that was too broad in scope

to realistically be completed. Perhaps the plan wasn’t well deﬁned enough, or

you had problems with members of your team that could not be overcome.

In some cases, a change in circumstances may have made the project

obsolete or impractical. Record every detail you would choose to do

diﬀerently if you had the opportunity.

HIGH PERFORMANCE LEADERSHIP Page 21

Page 22 HIGH PERFORMANCE LEADERSHIP

PROJECT CHECKLIST

High Performance Leadership

Page 1 of 3

Define your project.

______________________________________________________________________

Recruit members for your guidance committee.

______________________________________________________________________

Schedule your first speech with the vice president education.

______________________________________________________________________

Purpose: The purpose of this project is to apply your leadership and planning knowledge to develop a project

plan, organize a guidance committee, and implement your plan with the help of a team.

Overview: Select a project to complete with a team of at least three other members. Form a guidance committee

and meet at least five times through the duration of the project. Deliver a 5-to 7-minute speech at a club meeting

to introduce your plan and vision. After you implement the plan, deliver a second 5- to 7-minute speech at a club

meeting to share your experience developing and completing your plan.

This project includes:

■ Selecting, leading, and completing a project with a team

■ Forming and meeting with a guidance committee at least five times

■ The Guidance Committee Introduction resource

■ The Meeting Agenda resource

■ The Project Plan Overview resource

■ The Project Plan resource

■ The Vision Plan resource

■ The Event Planning Worksheet

■ The 360° Evaluation resource

■ Two 5- to 7-minute speeches

Below are tasks you will need to complete for this project. Please remember, your project is unique to you. You may

alter the following list to incorporate any other tasks necessary for your project.

HIGH PERFORMANCE LEADERSHIP Page 23

Page 2 of 3

PROJECT CHECKLIST –

High Performance Leadership

Write your first speech. Include information about your vision and project.

______________________________________________________________________

Rehearse your first speech.

______________________________________________________________________

Present your first speech.

______________________________________________________________________

Recruit members for your team.

______________________________________________________________________

Organize a calendar of meetings with your team and your guidance committee.

______________________________________________________________________

Complete your project.

______________________________________________________________________

Page 24 HIGH PERFORMANCE LEADERSHIP

Page 3 of 3

PROJECT CHECKLIST –

High Performance Leadership

other Toastmasters International trademarks and copyrights are the sole property of Toastmasters International and may be

used only with permission. Rev. 4/2016 Item 8503C

Schedule your second speech with the vice president education.

______________________________________________________________________

Write your second speech. Report on your project’s results and your leadership experience during

this project.

______________________________________________________________________

Rehearse your second speech.

______________________________________________________________________

After you have completed all components of the assignment, including your speeches, return to

page 3 to rate your skills in the post-project section.

______________________________________________________________________

Additional Notes

______________________________________________________________________

PROJECT CHECKLIST –

High Performance Leadership

HIGH PERFORMANCE LEADERSHIP Page 25

Page 1 of 6

EVALUATION FORM

High Performance Leadership—First Speech

Speech Title

Evaluator

Member Name Date

Speech Length: 5 – 7 minutes

Purpose Statements

■

The purpose of this project is for the member to apply his or her leadership and planning knowledge to

develop a project plan, organize a guidance committee, and implement the plan with the help of a team.

■ The purpose of the first speech is for the member to introduce his or her plan and vision.

Notes for the Evaluator

The member completing this project has committed a great deal of time to developing a plan, forming a team,

and meeting with a guidance committee. The member has not yet implemented his or her plan.

About this speech:

■ The member will deliver a well-thought-out plan and an organized, engaging speech.

■ The speech may be humorous, informational, or presented in any style the member chooses. The style should

be appropriate for the content of the speech.

■ The speech should not be a report on the content of the “High Performance Leadership” project, but a

presentation about the member’s plan and goals.

General Comments

You excelled at:

You may want to work on:

To challenge yourself:

Page 26 HIGH PERFORMANCE LEADERSHIP

Page 2 of 6

EVALUATION FORM –

High Performance Leadership—First Speech

For the evaluator: In addition to your verbal evaluation, please complete this form.

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

Clarity: Spoken language is clear and is easily understood

Comment:

5 4 3 2 1

Vocal Variety: Uses tone, speed, and volume as tools

Comment:

5 4 3 2 1

Eye Contact: Effectively uses eye contact to engage audience

Comment:

5 4 3 2 1

Gestures: Uses physical gestures effectively

Comment:

5 4 3 2 1

Audience Awareness: Demonstrates awareness of audience engagement

and needs

Comment:

5 4 3 2 1

Comfort Level: Appears comfortable with the audience

Comment:

5 4 3 2 1

Interest: Engages audience with interesting, well-constructed content

Comment:

5 4 3 2 1

EVALUATION FORM –

High Performance Leadership—First Speech

HIGH PERFORMANCE LEADERSHIP Page 27

Page 3 of 6

EVALUATION CRITERIA

High Performance Leadership—First Speech

This criteria lists the specific goals and expectations for the speech. Please review each level to help you complete

the evaluation.

Clarity

5 – Is an exemplary public speaker who is always

understood

4 – Excels at communicating using the spoken word

 – Spoken language is clear and is easily understood

2 – Spoken language is somewhat unclear or

challenging to understand

1 –

Spoken language is unclear or not easily understood

Vocal Variety

5 – Uses the tools of tone, speed, and volume

to perfection

4 – Excels at using tone, speed, and volume as tools

3 – Uses tone, speed, and volume as tools

2 – Use of tone, speed, and volume requires

further practice

1 – Ineffective use of tone, speed, and volume

Eye Contact

5 – Uses eye contact to convey emotion and

elicit response

4 – Uses eye contact to gauge audience reaction

and response

3 – Effectively uses eye contact to engage audience

2 – Eye contact with audience needs improvement

1 – Makes little or no eye contact with audience

Gestures

5 – Fully integrates physical gestures with content to

deliver an exemplary speech

4 – Uses physical gestures as a tool to enhance speech

3 – Uses physical gestures effectively

2 – Uses somewhat distracting or limited gestures

1 – Uses very distracting gestures or no gestures

Audience Awareness

5 – Engages audience completely and anticipates

audience needs

4 – Is fully aware of audience engagement/needs

and responds effectively

3 – Demonstrates awareness of audience

engagement and needs

2 – Audience engagement or awareness of audience

requires further practice

1 – Makes little or no attempt to engage audience or

meet audience needs

Comfort Level

5 –

Appears completely self-assured with the audience

4 – Appears fully at ease with the audience

3 – Appears comfortable with the audience

2 – Appears uncomfortable with the audience

1 – Appears highly uncomfortable with the audience

Interest

5 – Fully engages audience with exemplary, well-

constructed content

4 – Engages audience with highly compelling, well-

constructed content

3 – Engages audience with interesting, well-

constructed content

2 – Content is interesting but not well-constructed

or is well-constructed but not interesting

1 –

Content is neither interesting nor well-constructed

Page 28 HIGH PERFORMANCE LEADERSHIP

Page 4 of 6

EVALUATION FORM

High Performance Leadership—Second Speech

Speech Title

Evaluator

Member Name Date

Speech Length: 5 – 7 minutes

Purpose Statements

■

The purpose of this project is for the member to apply his or her leadership and planning knowledge to

develop a project plan, organize a guidance committee, and implement the plan with the help of a team.

■ The purpose of the second speech is for the member to share some aspect of his or her experience

completing the project.

Notes for the Evaluator

The member completing this project has committed a great deal of time to developing a plan, forming a team,

meeting with a guidance committee, and completing his or her envisioned project.

About this speech:

■ The member will deliver an engaging speech about the project he or she completed.

■ The speech may be humorous, informational, or presented in any style the member chooses. The style should

be appropriate for the content of the speech.

■ The speech should not be a report on the content of the “High Performance Leadership” project, but a

presentation about the member’s plan, goals, and experience completing a project of his or her choosing.

General Comments

You excelled at:

You may want to work on:

To challenge yourself:

HIGH PERFORMANCE LEADERSHIP Page 29

Page 5 of 6

EVALUATION FORM –

High Performance Leadership—Second Speech

For the evaluator: In addition to your verbal evaluation, please complete this form.

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

Clarity: Spoken language is clear and is easily understood

Comment:

5 4 3 2 1

Vocal Variety: Uses tone, speed, and volume as tools

Comment:

5 4 3 2 1

Eye Contact: Effectively uses eye contact to engage audience

Comment:

5 4 3 2 1

Gestures: Uses physical gestures effectively

Comment:

5 4 3 2 1

Audience Awareness: Demonstrates awareness of audience engagement

and needs

Comment:

5 4 3 2 1

Comfort Level: Appears comfortable with the audience

Comment:

5 4 3 2 1

Interest: Engages audience with interesting, well-constructed content

Comment:

5 4 3 2 1

Topic: Shares some aspect of experience completing the components of

the project

Comment:

5 4 3 2 1

Page 30 HIGH PERFORMANCE LEADERSHIP

Page 6 of 6

other Toastmasters International trademarks and copyrights are the sole property of Toastmasters International and may be

used only with permission. Rev. 11/2016 Item 8503E

EVALUATION CRITERIA

High Performance Leadership—Second Speech

This criteria lists the specific goals and expectations for the speech. Please review each level to help you complete

the evaluation.

Clarity

5 – Is an exemplary public speaker who is always

understood

4 – Excels at communicating using the spoken word

 – Spoken language is clear and is easily understood

2 – Spoken language is somewhat unclear or

challenging to understand

1 –

Spoken language is unclear or not easily understood

Vocal Variety

5 – Uses the tools of tone, speed, and volume

to perfection

4 – Excels at using tone, speed, and volume as tools

3 – Uses tone, speed, and volume as tools

2 – Use of tone, speed, and volume requires

further practice

1 – Ineffective use of tone, speed, and volume

Eye Contact

5 – Uses eye contact to convey emotion and

elicit response

4 – Uses eye contact to gauge audience reaction

and response

3 – Effectively uses eye contact to engage audience

2 – Eye contact with audience needs improvement

1 – Makes little or no eye contact with audience

Gestures

5 – Fully integrates physical gestures with content to

deliver an exemplary speech

4 – Uses physical gestures as a tool to enhance speech

3 – Uses physical gestures effectively

2 – Uses somewhat distracting or limited gestures

1 – Uses very distracting gestures or no gestures

Audience Awareness

5 – Engages audience completely and anticipates

audience needs

4 – Is fully aware of audience engagement/needs

and responds effectively

3 – Demonstrates awareness of audience

engagement and needs

2 – Audience engagement or awareness of audience

requires further practice

1 – Makes little or no attempt to engage audience or

meet audience needs

Comfort Level

5 –

Appears completely self-assured with the audience

4 – Appears fully at ease with the audience

3 – Appears comfortable with the audience

2 – Appears uncomfortable with the audience

1 – Appears highly uncomfortable with the audience

Interest

5 – Fully engages audience with exemplary, well-

constructed content

4 – Engages audience with highly compelling, well-

constructed content

3 – Engages audience with interesting, well-

constructed content

2 – Content is interesting but not well-constructed

or is well-constructed but not interesting

1 –

Content is neither interesting nor well-constructed

Topic

5 –

Delivers

an exemplary speech about some aspect

of experience completing the components of

the project

4 – Delivers a compelling speech about some aspect

of experience completing the components of

the project

3 – Shares some aspect of experience completing

the components of the project

2 – Mentions some aspect of experience completing

the components of the project, but does not

fully address

1 – Speaks on a topic other than some aspect of

experience completing th

e components of the

project

HIGH PERFORMANCE LEADERSHIP Page 31

Page 1 of 1

GUIDANCE COMMITTEE INTRODUCTION

High Performance Leadership

Congratulations! You have been invited to participate on a Toastmasters club member’s guidance committee for

his or her “High Performance Leadership” project.

Leadership can be defined as the ability to inspire and guide, build an environment in which visions are developed,

and support a team while goals are met. A leader who fills that definition, and does it in a way that motivates

others to participate and contribute, is a high performance leader.

You have been asked to assist a Toastmaster wishing to develop his or her leadership skills. This Toastmaster is

participating in the Toastmasters International education program and as part of the learning process will study

educational content, practice leadership skills through a project of his or her choosing, and receive feedback.

The Toastmaster is responsible for defining his or her goals, designing the project, selecting team members to help,

delegating responsibilities, and leading the project to completion. The Toastmaster also selects and leads the guidance

committee. He or she must establish committee meeting dates, determine meeting location, and provide agendas.

As a guidance committee member, your responsibility is to help the Toastmaster by evaluating his or her progress

and giving feedback through the duration of the project. You have been chosen to help build the Toastmaster’s

leadership skills through your guidance and support.

The “High Performance Leadership” project has been designed to challenge every person who completes

it, regardless of their level of expertise. The guidance committee has the responsibility of challenging the

Toastmaster’s thinking as well as the means and methods used in carrying out the project. Be ready to provide

advice if necessary. You do not need to be an expert in leadership theory. The Toastmaster has selected you

because he or she respects your guidance and feedback.

As a member of the guidance committee, you are required to:

■ Meet with the Toastmaster and other committee members a minimum of five times during the course of the project.

■ Help to evaluate the progress of the Toastmaster’s project, give him or her advice, and offer feedback.

■ Be supportive, practical, and available to meet with the Toastmaster as necessary.

How to Use This Packet

The materials included in this packet are the responsibility of the Toastmaster to fill out and distribute. Though it is

unlikely you will use most of the forms included, this packet will help you understand the materials the Toastmaster

has at his or her disposal.

You are welcome to make arrangements with the Toastmaster to review the “High Performance Leadership” text if

you believe it will be of assistance in your role as a committee member.

The materials included in this packet are:

■ Meeting Agenda

■ Project Plan Overview

■ Project Plan

■ Vision Plan

■ Event Planning Worksheet

■ 360° Evaluation

Thank you for serving on this guidance committee. Your time and expertise are greatly appreciated by the

Toastmaster who invited you as well as Toastmasters International.

other Toastmasters International trademarks and copyrights are the sole property of Toastmasters International and may be

used only with permission. Rev. 5/2016 Item 8010

Page 32 HIGH PERFORMANCE LEADERSHIP

Page 1 of 1

other Toastmasters International trademarks and copyrights are the sole property of Toastmasters International and may be

used only with permission. Rev. 5/2016 Item 8017

MEETING AGENDA

Location

Meeting called by

Attendees

Date Time

Meeting Title

Item Description

Any other business

Notes

HIGH PERFORMANCE LEADERSHIP Page 33

Page 1 of 1

other Toastmasters International trademarks and copyrights are the sole property of Toastmasters International and may be

used only with permission. Rev. 5/2016 Item 8017

MEETING AGENDA

Location

Meeting called by

Attendees

Date Time

Meeting Title

Item Description

Any other business

Notes

Page 1 of 1

PROJECT PLAN OVERVIEW

other Toastmasters International trademarks and copyrights are the sole property of Toastmasters International and may be

used only with permission. Rev. 6/2016 Item 8032

Project

Purpose

Projected Team Members

Include number and any

volunteers you know will

be working with you.

Resources

Deliverables

Milestones

Page 34 HIGH PERFORMANCE LEADERSHIP

PROJECT PLAN

Page 1 of 3

Project

Purpose

Resources

Budget

Key Deliverables

Milestones

Notes

Project Plan

HIGH PERFORMANCE LEADERSHIP Page 35

PROJECT PLAN

Page 1 of 3

Project

Purpose

Resources

Budget

Key Deliverables

Milestones

Notes

Project Plan

PROJECT PLAN

Page 2 of 3

Project Manager

Project Team

Team Member

Delegated Task

Milestones

Deadline

Contact Information

Team Member

Delegated Task

Milestones

Deadline

Contact Information

Page 36 HIGH PERFORMANCE LEADERSHIP

other Toastmasters International trademarks and copyrights are the sole property of Toastmasters International and may be

used only with permission. Rev. 6/2016 Item 8031

PROJECT PLAN

Page 3 of 3

Team Member

Delegated Task

Milestones

Deadline

Contact Information

Team Member

Delegated Task

Milestones

Deadline

Contact Information

PROJECT PLAN

HIGH PERFORMANCE LEADERSHIP Page 37

360° EVALUATION

Page 1 of 6

Please consider your experience working with the leader you are evaluating and give a thoughtful response to all the

questions presented here. If you have not observed a particular behavior or quality, indicate “Not observed” on your

evaluation. Take a moment to include examples wherever possible and if needed, add additional pages.

Using the rating scale provided below for survey-style questions, please circle the number that best reﬂects your rating of

the individual’s performance during the time period being evaluated.

Role

Leader Name (person to be evaluated)

Timeframe for Evaluation

Evaluator Name Date

Leadership

Provides a clear sense of purpose, direction, and

responsibilities to team members

Comment:

1 2 3 4 5 N/A

Acts and behaves in a manner consistent with his or her

statements

Comment:

1 2 3 4 5 N/A

Manages issues in an effective manner

Comment:

1 2 3 4 5 N/A

Provide an example of how he or she positively contributes through his or her leadership.

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

Page 38 HIGH PERFORMANCE LEADERSHIP

360° EVALUATION

Page 2 of 6

Communication

How can the individual improve his or her leadership?

Is open to constructive feedback

Comment:

1 2 3 4 5 N/A

Gives appropriate feedback that is timely and constructive

Comment:

1 2 3 4 5 N/A

Manages conflict effectively

Comment:

1 2 3 4 5 N/A

How has the individual demonstrated effective communication skills?

Describe how he or she has implemented constructive feedback.

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

360° EVALUATION

Page 3 of 6

Interpersonal Skills

Shows genuine concern for all team members

Comment:

1 2 3 4 5 N/A

Perceived as trustworthy

Comment:

1 2 3 4 5 N/A

Recognizes and rewards individual contributions in a manner

meaningful to each team member

Comment:

1 2 3 4 5 N/A

How would you recommend that the individual improve his or her interpersonal and relationship-

building skills?

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

Supports a team environment by valuing collaboration and

cooperation

Comment:

1 2 3 4 5 N/A

Supports the organization at all levels

Comment:

1 2 3 4 5 N/A

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

Teamwork and Team Building

360° EVALUATION

HIGH PERFORMANCE LEADERSHIP Page 39

360° EVALUATION

Page 3 of 6

Interpersonal Skills

Shows genuine concern for all team members

Comment:

1 2 3 4 5 N/A

Perceived as trustworthy

Comment:

1 2 3 4 5 N/A

Recognizes and rewards individual contributions in a manner

meaningful to each team member

Comment:

1 2 3 4 5 N/A

How would you recommend that the individual improve his or her interpersonal and relationship-

building skills?

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

Supports a team environment by valuing collaboration and

cooperation

Comment:

1 2 3 4 5 N/A

Supports the organization at all levels

Comment:

1 2 3 4 5 N/A

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

Teamwork and Team Building

Page 40 HIGH PERFORMANCE LEADERSHIP

360° EVALUATION

Page 4 of 6

Considers the impact of actions and decisions on the

organization before implementing

Comment:

1 2 3 4 5 N/A

How does the individual contribute to the successful and effective functioning of his or her team?

Problem Solving

Listens actively to others’ ideas and perspectives

Comment:

1 2 3 4 5 N/A

Is prepared to make decisions based on relevant information

Comment:

1 2 3 4 5 N/A

Is willing to change his or her position when presented with

compelling information

Comment:

1 2 3 4 5 N/A

Give an example of a time when the individual displayed exemplary problem-solving skills.

What recommendations do you have for the individual to improve his or her problem solving skills?

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

360° EVALUATION

HIGH PERFORMANCE LEADERSHIP Page 41

360° EVALUATION

Page 5 of 6

Shows interest in and enthusiasm for the work to be

completed

Comment:

1 2 3 4 5 N/A

Uses effective strategies to motivate his or her team members

Comment:

1 2 3 4 5 N/A

Rises to challenges

Comment:

1 2 3 4 5 N/A

Give an example of a successful motivational strategy he or she used while leading the team.

Give an example of the individual’s level of motivation.

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

Motivation

Allots time appropriately to tasks that require attention

Comment:

1 2 3 4 5 N/A

Manages time to keep high-priority tasks at the forefront

Comment:

1 2 3 4 5 N/A

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

Prioritization

Page 42 HIGH PERFORMANCE LEADERSHIP

360° EVALUATION

Page 6 of 6

other Toastmasters International trademarks and copyrights are the sole property of Toastmasters International and may be

used only with permission. Rev. 4/2016 Item XXX

Reliability

In general, does the individual prioritize action items and follow through on the priorities he or she set?

In your opinion, does he or she select the appropriate priorities?

Sets and honors milestones and timelines

Comment:

1 2 3 4 5 N/A

Establishes an agenda for every meeting and effectively

covers all topics in the allotted time

Comment:

1 2 3 4 5 N/A

Is respectful of others’ time and commitments outside of the

organization

Comment:

1 2 3 4 5 N/A

Can you depend on the individual to keep his or her commitments?

Describe how the individual demonstrates respect for others' time and commitments.

EXEMPLARY

EXCELS

ACCOMPLISHED

EMERGING

DEVELOPING

N/A

NOT APPLICABLE

360° EVALUATION

HIGH PERFORMANCE LEADERSHIP Page 43

Page 1 of 1

and copyrights are the sole property of Toastmasters International and may be used only with permission. Rev. 5/2016 Item 8045

Use this resource to collect your vision, goals, and tasks into a single document. You may also add deadlines and milestones to help you meet the goals you

have set to reach your vision.

VISION PLAN

Vision

Goal:

Task Description Deadline Notes

Goal:

Task Description Deadline Notes

Page 44 HIGH PERFORMANCE LEADERSHIP

Page 1 of 5

Use this form to assist you in planning your event.

EVENT PLANNING WORKSHEET

Objective

Location Date/Time

Name of Event

Venue

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Space rental

Security deposit

Insurance

Parking/transportation

Other

Marketing and Registration

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Invitation design

Invitation printing

Website

HIGH PERFORMANCE LEADERSHIP Page 45

EVENT PLANNING WORKSHEET

Page 2 of 5

Marketing and Registration (continued)

Catering

Audio/Visual

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

RSVPs

Other

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Meals

Beverages

Servers needed

Table skirting

Chair covers

Other

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Microphones

Screens

Projectors

Page 46 HIGH PERFORMANCE LEADERSHIP

EVENT PLANNING WORKSHEET

Page 3 of 5

Audio/Visual (continued)

Rental Items

Décor

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Internet access

Other

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Tents

Stage

Tables

Podium

Other

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Lighting

Signage

Flowers

Table skirting

Other

EVENT PLANNING WORKSHEET

Page 4 of 5

Entertainment

Planning and Organizing

Administrative Costs

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Musicians

Speakers

Other

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Oﬃce space

Oﬃce supplies

Communication costs

Travel expenses

Other

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Accounting

Legal

Staﬃng

Other

HIGH PERFORMANCE LEADERSHIP Page 47

EVENT PLANNING WORKSHEET

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Entertainment

Planning and Organizing

Administrative Costs

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Musicians

Speakers

Other

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Oﬃce space

Oﬃce supplies

Communication costs

Travel expenses

Other

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status

Accounting

Legal

Staﬃng

Other

Page 48 HIGH PERFORMANCE LEADERSHIP

EVENT PLANNING WORKSHEET

and copyrights are the sole property of Toastmasters International and may be used only with permission. Rev. 11/2016 Item 8007

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Miscellaneous/Other

Item Description Vendor Contact Assigned to

Start

Date

Due

Date

Dependency

Budgeted

Amount

Status