23 February 2025
Article published by: wxie
Date of publication: 23 February 2025
title: Preparation for D85 DLC interview description: On 2025-02-23 I will attend an interview for 2025-2026 D85 Division Director by DLC. —
Dear DLC:
Thank you for arranging this interview.
My name is Wensheng XIE. Nice to meet you all.
I am from Anyang city, Henan province. It is a beautiful city with many historical points of interest. I strongly recommend you to visit Anyang at least once in your life. You will like it.
I have been working as an engineering manager in automotive industry for most of my career. Now I am offering various system solutions for my clients as a consultant. If you have ever wanted to improve your IT infrastructure, I can help.
In 2020, I visited a Toastmasters club for the first time with the aim of developing my public speaking skills. Now I am very glad that I have not only improved my communication skills, but also become a Toastmasters Area Director as a servant leader.
Today, I am very delighted that I can further explore my Toastmasters journey through this interview.
Thank you again. I am Wensheng XIE.
We empower individuals to become more effective communicators and leaders.
District mission: We build new clubs and support all clubs in achieving excellence.
Club mission: We provide a supportive and positive learning experience in which members are empowered to develop communication and leadership skills, resulting in greater self-confidence and personal growth.
Integrity, Respect, Service and Excellence
DD, PQD, CGD, DAM, DFM, DPRM, DivD, IPDD
The District Executive Committee ensures that the District and its leaders are working toward the achievement of the District mission.
District Executive Committee plus Club Presidents and Club VPEs
District leaders work together and build effective teams that support the District and enhance the quality of the member experience.
The Annual Meeting of the District Council is held between March 15 and June 1.
Each club is allotted two votes at District Council meetings. The club determines whether the Club President or Vice President Education will hold two votes, or both representatives, with one vote each, will act as voting members of the District Council.
The representative from any Member Club in good standing is entitled to a maximum of two votes. District Executive Committee members are limited to three votes (two as a representative of a Member Club, and one for the District Executive Committee position). District Council members are expected to attend each meeting.
DivD, ADivD-PG, ADivD-CG, AD
The Division Council meets at least twice each year.
AD, AAD-PG, AAD-CG, AS, Club Presidents, Club VPEs, Club VPMs
The Area Council manages Area activities and supports each club to fulfill the club mission. The Area Council meets at least twice each year.
President, VPE, VPM, VPPR, Secretary, Treasurer, SAA, IPP
Working as a team, the Club Executive Committee must manage all business and administrative affairs of the club.
The executive committee meets as necessary to discuss club affairs. Some clubs’ executive committees meet twice a month, while others meet monthly.
The Distinguished Club Program (DCP) is one of the best ways to ensure the club reaches its goals for education, membership, training, and administration.
The DCP is an annual program, running from July 1 through June 30. The program consists of 10 goals the club should strive to achieve during this time.
To be considered for recognition, clubs must either have 20 members or a net growth of at least five new, dual, or reinstating members as of June 30. Transfer members do not count toward this total until they have renewed their membership in their new club.
Education: 6 points - 4/2/2/2/1/1
Membership: 2 points - 4/4
Training: 1 point - 4/4
Administration: 1 point - on-time submit membership dues and update officer list
Distinguished club: Five of 10 goals
Select Distinguished club: Seven of 10 goals
President’s Distinguished club: Nine of 10 goals
The Distinguished Area Program recognizes Areas that plan, set goals, and achieve success. The program builds on club success and complements the goals that Divisions and Districts set to earn Distinguished recognition.
Areas with a club base of at least three are automatically contenders for Distinguished recognition. Keep in mind that an Area’s club base increases if April membership dues are paid after July 1.
To be considered for recognition, Areas must meet two qualifying requirements: 1. Areas must have no net club loss. 2. Areas must submit the Area Director’s Club Visit Report for 75% of its club base for first-round visits by November 30 and for 75% of its club base for second-round visits by May 31.
Distinguished Area:
Distinguished clubs equal to at least 50% of the Area’s club base.
Select Distinguished Area:
Distinguished clubs equal to at least 50% of the Area’s club base plus one more Distinguished club.
President’s Distinguished Area:
Distinguished clubs equal to at least 50% of the Area’s club base plus one more Distinguished club and a net club growth of one.
The Distinguished Division Program recognizes Divisions that plan, set goals, and achieve success. The program builds on club success and complements the goals that Districts set to earn Distinguished recognition.
Divisions with at least three Areas are automatically contenders for Distinguished recognition.
To be considered for recognition, Divisions must meet one qualifying requirement: 1. Divisions must have no net club loss
Distinguished Division:
Distinguished clubs equal to at least 40% of the Division’s club base.
Select Distinguished Division:
Distinguished clubs equal to at least 45% of the Division’s club base.
President’s Distinguished Division:
Distinguished clubs equal to at least 50% of the Division’s club base plus net club growth of one.
The Distinguished District Program focuses on club quality and member satisfaction and recognizes Districts that meet goals in growth and educational achievement through the support of their clubs. It is also a management tool to focus Districts on increasing membership, forming new clubs, and ensuring clubs are meeting the needs of their members.
To be considered for recognition, Districts must meet two qualifying requirements:
Submit the Division and Area Directors Training Report to World Headquarters by September 30 showing that 85% of Division and Area Directors were trained.
Submit the District Success Plan to World Headquarters by September 30.
Distinguished District:
1% increase of membership payments base, no net club loss, and Distinguished clubs equal to at least 40% of the District’s club base.
Select Distinguished District:
3% increase of membership payments base, net + one club, and Distinguished clubs equal to at least 45% of the District’s club base.
President’s Distinguished District:
5% increase of membership payments base, 3% increase of club base, and Distinguished clubs equal to at least 50% of the District’s club base.
Smedley Distinguished District:
8% increase of membership payments base, 5% increase of club base, and Distinguished clubs equal to at least 55% of the District’s club base.
October 1st and April 1st. Due to the time zone difference, China can be as late as October 2nd and April 2nd.
8 members are needed to be an active club.
If a club drops below 8 members, it has 12 months to rebuild its membership to at least 8. If it fails to do so, Toastmasters International may close the club.
A club must have at least 20 paid members or a net growth of 3 paid members from the base number of members at the start of the Toastmasters year (July 1).
This is the qualifying requirement for a club to be eligible to achieve Distinguished Club status.
The Toastmasters Pathways learning experience is a Toastmasters Education Program. It provides members with a proven curriculum to develop communication and leadership skills one step at a time, with many opportunities for awards and recognition along the way.
The Toastmasters Pathways learning experience can help members develop skills in many different areas: communication, leadership, management, strategic planning, service to others, public speaking, and more.
Each path is divided into five levels that build in complexity:
Level 1: Master the Fundamentals
Level 2: Learning Your Style
Level 3: Increasing Knowledge
Level 4: Building Skills
Level 5: Demonstrating Expertise
Currently, there are 6 Paths and Projects:
Dynamic Leadership, Engaging Humor, Motivational Strategy, Persuasive Influence, Presentation Mastery, Visionary Communication.
The Distinguished Toastmaster award is the highest education award Toastmasters International bestows and it recognizes both communication and leadership skills.
To be eligible for the Distinguished Toastmaster award, members must complete two unique paths, serve as a club officer for a complete one-year term or two semiannual terms, serve a complete one-year term as a District leader, serve successfully as a club mentor or coach, serve successfully as a club sponsor or conduct a Speechcraft or Youth Leadership program, and complete the Distinguished Toastmaster project.
A Toastmasters speech contest needs the following officials:
Contest Chair, Chief Judge, Timers, Ballot Counters, SAA, Voting Judges, Tie-breaking Judge.
For club level and area level, at least 5 voting judges are needed. For division level, at least 7 voting judges are needed.
There are 7 divisions in D85 now. They are K, L, N, O, P, Q, R.
The Club Growth Director is responsible for all aspects of marketing, club-building, and club-retention efforts within the District.
Club Growth Director Responsibilities include
Marketing Strategy: The Club Growth Director develops a marketing plan in conjunction with District team members.
Membership and Club Growth: The Club Growth Director recruits, trains, and supervises a strong club-building team; the Club Growth Director works closely with the Region Advisor to meet the District’s membership and club-building goals.
District Executive Committee: The Club Growth Director is presiding over the District Executive Committee and the District Council in the absence of the District Director and Program Quality Director.
Division, Area, and Club Administration: The Club Growth Director supports the District Director in monitoring Division, Area, and club administration to ensure forms, reports, lists, and other information are submitted to World Headquarters in a timely manner.
The Program Quality Director is responsible for all aspects of education and training within the District.
Program Quality Director Responsibilities include
Education Goals: The Program Quality Director promotes all members in achieving education awards and recognizing those achievements.
Training Programs: The Program Quality Director plans, organizes, and directs the District’s training programs.
District Executive Committee: In the absence of the District Director, the Program Quality Director chairs the District Executive Committee.
District Conference: The Program Quality Director will plan, organize, and direct the event and will work with the District Director to ensure all costs and contracts are acceptable.
Speech Contests: The Program Quality Director coordinates and supervises the International Speech Contest at the District level.
Division, Area, and Club Administration: The Program Quality Director supports the District Director in monitoring Division, Area, and club administration to ensure forms, reports, lists, and other information are submitted to World Headquarters in a timely manner.
District Directors are responsible for directly administering and overseeing the District’s day-to-day operations, finances, and human resources.
District Director Responsibilities include
Guidance: supervises and guides all elected and appointed District leaders and is responsible for their success.
Financial Resources: The District Director has a fiduciary responsibility and is accountable for the District’s management of funds that support the District mission.
Chair: At District Executive Committee meetings and District Council meetings, the District Director serves as chair.
Operations: The District Director works with Toastmasters International on matters related to District operations.
Division, Area, and Club Administration: The District Director monitors Division, Area, and club administration to ensure forms, reports, lists, and other information are submitted to World Headquarters in a timely manner.
Assignment of a new club to an Area is made by the District Director, subject to approval by the District Executive Committee. Online clubs may choose to be assigned to a District.
The Division Director will lead and support the Division through the support of the Area Directors.
Division Director Responsibilities include
Guidance: The Division Director provides motivation and guidance to Area Directors to help them fulfill their roles and responsibilities.
Division Progress: The Division Director participates in Division Director training provided by the District.
Division Council: The Division Director serves as Division Council chair, holding at least two Division Council meetings each year.
Distinguished Programs: The Division Director is responsible for the Division achieving Distinguished Division recognition.
Speech Contests: The Division Director supports Division speech contests and assists the Area Director with Area speech contests.
The Area Director serves as the direct liaison between the District and the clubs.
Area Director Responsibilities include
Guidance: The Area Director is responsible for leading the Area by serving the needs of clubs.
Area Council: The Area Director is the Area Council chair and holds at least two Area Council meetings each year.
Area Director’s Club Visits: Make at least two club visits per club per year to fulfill the Area Recognition Program requirements.
Area Progress: The Area Director participates in Area Director training provided by the District.
Distinguished Programs: It is the Area Director’s responsibility to motivate and assist each club in the Area to become Distinguished.
Area Speech Contests: The Area Director is responsible for supporting Area speech contests and may ask the Division Director for assistance in planning.
“Moments of Truth” discusses the standards necessary to create positive impressions about club service and provided a club evaluation exercise.
As a club, you want every new and prospective member’s initial interaction with the club to be a positive one. These decisive times when initial impressions are formed are known as Moments of Truth.
There are six critical moments of truth in which clubs have an opportunity to create positive impressions. The six critical Toastmasters moments of truth are:
First Impressions
Membership Orientation
Fellowship, Variety, and Communication
Program Planning and Meeting Organization
Membership Strength
Achievement Recognition
I am passionate about leadership and have developed a range of skills through my experiences in Toastmasters and other areas of my life. I believe these skills will allow me to make a meaningful contribution to the District.
As an Area Director, I led my clubs to Distinguished status by fostering a culture of engagement and mentorship. I focused the leadership development among the club officers. I help them work together, learn from each other and implement strategies that increased membership by using various social media platforms like wechat official accounts, rednotes, etc.
Outside of Toastmasters, I have managed a team of professionals and communicated with various clients, focusing on coaching and performance improvement. My strengths in communication, team building, and strategic planning align with the District’s goals, and I am eager to contribute to initiatives that support membership growth and member development. I am committed to making a positive impact and helping the District achieve its mission.
I am excited about the opportunity to bring my leadership skills and experiences to the District and contribute to its continued success.
I truly value diverse opinions because they challenge me to think differently and often lead to better solutions. When I encounter someone with a different perspective, my first step is to listen actively and seek to understand their viewpoint. I ask questions to clarify their thoughts and ensure I fully grasp where they’re coming from. I always approach these situations with respect and professionalism, even if I don’t initially agree.
For example, during our recent COT project, a director and I had different ideas about how to present DCP to club officers. Instead of dismissing her approach, I listened carefully, and we combined elements of both ideas to create a solution that worked better than either of our original plans.
I believe that by embracing differing opinions, we can foster collaboration, innovation, and stronger outcomes.
I am already a five-year toastmaster, and I am on the way to achieve my first DTM. This is a very rewarding journey. I have not only developed myself, but also made many friends in Toastmasters.
In five years, I see myself toward my second Distinguished Toastmaster (DTM), and significantly advanced my communication and leadership skills. I envision taking on further leadership roles at the District level and beyond, such as serving as a District Officer or leading a key committee, to contribute to the growth and success of Toastmasters in China.
I am particularly passionate about mentoring new members and helping them achieve their goals, as I believe in paying forward the support and guidance I’ve received.
Ultimately, I want to align my efforts with Toastmasters’ mission of empowering individuals to become more effective communicators and leaders. I am excited about the journey ahead and am committed to making a meaningful impact in the Toastmasters community.
In my previous role as an engineering manager , I noticed that our project assets was not well maintained, leading to a lot of repeated work and miscommunication. I proposed implementing a project repository to keep and update all our past and current projects assets, like lessons learned and knowledge base. However, many team members were resistant because they were reluctant to review the old projects and skeptical about learning something new.
To address this, I listened to their concerns and organized a demonstration to show how the repository could simplify their work and save their effort. I also provided training sessions and created a support system to ease the collection tasks. Over time, the team began to see the benefits—time saved, communication improved, deadlines of nee projects were met more consistently, and the team felt more organized.
What started as resistance turned into enthusiasm, and the repository became an integral part of knowledge pool.
This experience taught me the importance of empathy, clear communication, and persistence when leading change. I believe we can do this in Toastmasters as well.
There are a lot of people who impact me on my toastmasters journey. I see them all as influential mentors. If I would pick one as the most influential mentor, I would say my Division Director - Ms. Jin.
She has demonstrated me how to be a good lead in Toastmasters. She used the vision building, plan creating, progress monitoring and achievement recognition process in leading the division team. I found this is very effective and can maintain long-lasting motivation.
I will keep this approach in my future leader roles.
Committees are essential for driving the District’s success by focusing on specific areas of need. I would like to see committees established in key areas such as membership growth, leadership development, club quality, and public relations.
For example, a Membership Growth Committee could develop strategies like open houses and mentorship programs to attract and retain members. A Leadership Development Committee could identify and nurture future leaders through training and opportunities. A Club Quality Committee could support clubs in achieving excellence by offering resources and workshops. Finally, a Public Relations Committee could enhance the District’s visibility through social media and community outreach.
These committees would address critical challenges, foster collaboration, and create a more vibrant and sustainable District.
I am excited about the potential of these committees and am committed to supporting their success.
Encouraging members to speak up about concerns starts with creating a culture of trust and openness.
We can achieve this by providing anonymous feedback channels, such as suggestion boxes or online surveys, to make it easier for members to share their thoughts without fear of judgment. Regular open forum sessions during meetings can also give members a platform to voice their concerns directly. Leaders play a key role in this process by being approachable, transparent, and responsive to feedback. Additionally, we can offer training on effective communication to empower members to express their concerns constructively. Recognizing and rewarding those who provide valuable feedback can further encourage participation. Most importantly, we must follow up on feedback and take visible action to address concerns, showing members that their input leads to meaningful change.
By fostering a safe and supportive environment, we can ensure that every member feels empowered to speak up and contribute to the success of our clubs and District.
Yes. This is a good idea for me.
Addressing consistent complaints about leadership is essential for maintaining trust and ensuring the District’s success. An Advisory Committee comprised of past officers and directors could play a valuable role in researching and recommending solutions. Their experience and objectivity would allow them to identify root causes and propose well-considered strategies for the DEC to consider. However, it’s important to ensure the committee remains objective and operates within a clearly defined advisory role. The committee could gather feedback, research best practices, and present evidence-based recommendations to the DEC, while maintaining transparency and collaboration with the broader District community.
I support the idea of an Advisory Committee as a way to drive positive change, provided it is implemented thoughtfully and with clear guidelines to avoid overstepping its advisory function.
In my previous role as a project manager, I was leading a high-priority project with a tight deadline when a colleague on my team experienced a personal emergency and needed time off. I had to decide whether to push forward with the project to meet the deadline, which would have been best for my career goals, or to step in and cover my colleague’s responsibilities, which would delay the project but support them during a difficult time. After considering the situation, I realized that my colleague’s well-being and the team’s morale were more important than meeting the deadline. I took on their tasks, worked extra hours, and communicated transparently with stakeholders about the delay. Although the project was delayed by a week, the team appreciated my support, and my colleague was able to focus on their personal situation without added stress. The delay also allowed us to refine the project further, resulting in a higher-quality outcome. This experience taught me the importance of empathy, teamwork, and putting people first. While it was a sacrifice in the short term, it strengthened relationships and ultimately benefited the team and the organization in the long run.
In my previous role as a system engineer, we launched a new product campaign, but shortly after the launch, we discovered a critical error in the design that misrepresented the product’s features. This error had the potential to damage our brand’s reputation, confuse customers, and lead to a loss of sales. When I first discovered the error, I felt a sense of urgency but remained calm. I immediately informed my manager and the relevant team members, and we held an emergency meeting to brainstorm solutions. I suggested recalling the incorrect materials and creating a revised version as quickly as possible. I also proposed a communication plan to inform customers about the error and the steps we were taking to correct it. I coordinated with the design team to revise the materials and worked with the production team to ensure the corrected versions were distributed promptly. Additionally, I drafted an apology email to customers, explaining the error and offering a discount on their next purchase. Thanks to our quick response, we were able to minimize the impact of the error. The revised materials were distributed within 48 hours, and the customer feedback was overwhelmingly positive. Many customers appreciated our transparency and the discount offer, which actually led to an increase in sales. This experience taught me the importance of staying calm under pressure, communicating effectively, and taking swift action to resolve issues. It also reinforced the value of transparency and accountability in maintaining customer trust.
During my time as Vice President of Membership in my Toastmasters club in 2023, I noticed a decline in member engagement and attendance. To address this, I organized a brainstorming session with the club officers to identify ways to better serve our members and re-energize the group.
I shared my vision of creating a mentorship program to pair experienced members with newer ones, fostering stronger connections and providing personalized support. To inspire the team, I shared my stories with my mentees in the clubs and emphasized how this initiative would benefit both mentors and mentees.
I took the lead in designing the program, assigning roles, and setting a timeline. My enthusiasm and clear plan motivated the officers to take action. As a result, we launched the mentorship program within a month, which led to increased member satisfaction, higher meeting attendance, and several new members joining the club.
This experience taught me the power of collaboration and how inspiring others with a clear vision can lead to meaningful outcomes for the entire group.
I think my current Area leadership team is a successful team.
I am the N4 area director, and my area leadership team consists of club presidents, club vpes and club vpms. I assigned different responsibilities to each of them. Some focus on their club mainly, like the cooperate club - Covestro. Some leads the area training campaign, like we organized Table Topics training classes. Some works on area public relationships to create posters and write articles for our area.
We discuss our progress together and brainstorms idea for better serving our members. We really work as coherent team because we have the same vision for our area.
The Area Director serves as the direct liaison between the District and the clubs.
Area Director Responsibilities include
Guidance: The Area Director is responsible for leading the Area by serving the needs of clubs.
Area Council: The Area Director is the Area Council chair and holds at least two Area Council meetings each year.
Area Director’s Club Visits: Make at least two club visits per club per year to fulfill the Area Recognition Program requirements.
Area Progress: The Area Director participates in Area Director training provided by the District.
Distinguished Programs: It is the Area Director’s responsibility to motivate and assist each club in the Area to become Distinguished.
Area Speech Contests: The Area Director is responsible for supporting Area speech contests and may ask the Division Director for assistance in planning.
I really appreciate the excellent work from the past leaders. They have made division N a great division with many attractive clubs.
I will continue using the strategies and tactics I learned from them. For example, I will build clear vision with my team and create smart goals and detailed plan to achieve them. I will make sure that the leaders are motivated and target-oriented. I will help them in achieving distinguished areas.
Apart from these, we are coming to a new era of AI times. Using AI in our training is my plan to provide our members more values. I plan to invite AI experts to give a series practical training in our division to equip our team with advanced knowledge a tools.
I will also delegate more responsibilities to the team. For example, I will ask all area to create their success plans and take the main responsibility in club officer training, new member orientation, speech contest, DCP programs, membership building and new club chartering. So they can all learn something useful for both toastmasters and their job.
These are the main things that I think I will do differently. There could be more, but let move step by step.
As I said, we are coming to a new era of AI times. Using AI in our training is my plan to provide our members more values. I plan to invite AI experts to give a series practical training in our division to equip our team with advanced knowledge a tools.
I will also delegate more responsibilities to the team. For example, I will ask all area to create their success plans and take the main responsibility in club officer training, new member orientation, speech contest, DCP programs, membership building and new club chartering. So they can all learn something useful for both toastmasters and their job.
These are the main things that I think I will do innovatively. There could be more, but let move step by step.
I agree that the Division Director role is often underutilized, yet it holds immense potential to drive growth and support within the District. To maximize its impact, I would recommend implementing clear metrics of accountability and responsibility.
First, Division Directors should be measured on club health and growth within their division. This includes tracking metrics such as the number of Distinguished Clubs, membership retention rates, and the formation of new clubs. These indicators reflect the Division Director’s ability to support and guide Area Directors and clubs effectively.
Second, Division Directors should be accountable for leadership development. This could be measured by the number of trained club officers, the participation of members in District training events, and the succession planning for future leaders within the division.
Third, communication and engagement should be a key metric. Division Directors should regularly communicate with Area Directors and club leaders, hosting division council meetings and providing timely updates. Tracking attendance at these meetings and feedback from participants would help gauge their effectiveness in fostering collaboration.
Finally, Division Directors should be evaluated on their support for District initiatives, such as speech contests, educational programs, and membership campaigns. Their involvement and the results achieved in these areas would demonstrate their commitment to the District’s goals.
By implementing these metrics, we can ensure that Division Directors are fully utilized as strategic leaders, driving growth, engagement, and excellence across the District. This approach not only clarifies their responsibilities but also empowers them to make a meaningful impact on the clubs and members they serve.
I agree that a lack of accountability among Division Directors can hinder the District’s success and impact the support provided to clubs and members. To address this, I propose the following strategies:
First, establish clear expectations and measurable goals for Division Directors at the beginning of their term. This includes defining specific responsibilities, such as supporting club health, driving membership growth, and ensuring timely communication with Area Directors. By setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals, Division Directors will have a clear understanding of what is expected and how their performance will be evaluated.
Second, implement regular check-ins and progress reviews. The District Director or a designated leadership team should schedule monthly or quarterly meetings with Division Directors to review their progress, address challenges, and provide guidance. These check-ins will foster a culture of accountability and ensure that Division Directors remain focused on their goals.
Third, provide ongoing training and mentorship. Many Division Directors may struggle with accountability because they lack the necessary skills or confidence to fulfill their role effectively. Offering targeted training sessions, pairing them with experienced mentors, and creating a resource library can empower them to succeed.
Fourth, recognize and reward accountability. Publicly acknowledging Division Directors who meet or exceed their goals can motivate others to follow suit. This could include awards, recognition at District events, or opportunities to share best practices with their peers.
Finally, create a feedback loop where Division Directors can share their challenges and suggestions for improvement. This will help the District leadership identify systemic issues and make necessary adjustments to support Division Directors better.
By implementing these strategies, we can foster a culture of accountability, empower Division Directors to excel in their roles, and ultimately enhance the support provided to clubs and members across the District.
Collaborates with District leadership team and Area Directors to ensure clubs have the best opportunity to achieve success and that clubs understand the Distinguished Club Program and strive to achieve Distinguished recognition.
Success in Distinguished Division Program
Coaches and mentors Area Directors in knowledge and procedures of Toastmasters thereby helping Area Directors to help clubs and members
Analyzes Division and Area statistics to plan for and monitor success
Largely self-directed in determining and implementing what is required to fulfill the role.
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