Toastmasters Speeches: Prep Work

#137

This post enlists my thought process for the speeches till Level 3 and the alternate table topics and content I had in mind for some of the meetings.

Pathways chosen: Dynamic Leadership (DL)

Level 1 Project 3:

Went through myriad topics to possibly talk about under 'research and present.'

Topic 1 - Fermat's Last Theorem, or "The quest to solve the world’s most notorious math problem"

1. 1963 - Andrew Wiles
1. Read ‘The Last Problem’ by Eric Temple Bell.
2. E.T. Bell predicted that civilisation would come to an end as a result of nuclear war before Fermat’s Last Theorem would ever be resolved. 
1. Wiles promised himself that he would devote the rest of his life to addressing the ancient challenge.
3. Reference

Topic 2 - Bibliophilic Experiences - 'How books enrich our lives'

1. Avid reader since childhood
2. Started from 'Who moved my cheese' to 'Enid Blyton' to 'David Baldacci'
3. Research on how books makes our lives better
4. Compare and contrast between those who read books and those who don't

Topic 3 - Biases in-depth

1. Blind Spot - book I'm currently reading
2. Bystander effect - Kitty Genovese
3. SPE, Pavlov, Skinner reinforcement
4. Middling, anchoring
5. 1 vs 0 (hot seat) - Dan Ariely
6. Survivorship bias, sunk cost fallacy
7. "Add an egg" - Betty Crocker anecdote
8. Reference
9. Funny psychological studies

Topic 4 - Cuisines around the world

1. History, typical ingredients, variations, health benefits 
2. If I say "jackfruit, jaggery, coconut", aren't you reminded of Kerala?
3. If I say "black beans, sweet corn, brown rice", you might guess Mexican
4. Similarly, "celery, broccoli, and ginger-garlic paste" may remind you of Thai

Level 2 Project 1:

Scores from the leadership questionnaire:

INNOVATIVE - 18

This leader shares a vision of the future and pursues excellence.

This leader encourages innovative ideas.

This leader motivates by promoting respect for team members’ creativity.

This leader invites collaborative conversation.

This style can be less effective when risks taken make team members apprehensive.

This style is most effective when solving complex problems.

AFFILIATIVE - 16

This leader’s objective is to create a cohesive unit by emphasizing teamwork and harmony.

This leader is collaborative and focuses on emotional needs. The affiliative style is often used effectively alongside visionary leadership.

This leader motivates by creating positive personal relationships and avoids conflict.

This style is less effective when the leader has difficulty giving negative feedback and performance is not emphasized.

This style is effective in increasing morale, repairing broken trust, and working through stressful circumstances.

COACHING - 15

This leader concentrates on preparing individuals for the future by building skills.

This leader excels with individuals or groups that have not yet realized their full potential.

This leader motivates by challenging the individual.

This leader communicates with positive statements to foster a high level of personal gratification.

This style is less effective when those being mentored are adverse to change.

This style is most effective in a one-on-one setting when the person being coached is receptive to the close working relationship of this leadership style.

This style is effective in creating a positive culture and promoting high morale.

DEMOCRATIC - 15

This style relies on consensus decision-making.

This leader is comfortable allowing others to occasionally take the lead.

This leader motivates by providing opportunity for participation.

This leader uses collaboration and communication to receive input from team members.

This style is ineffective when time is limited or if team members do not have the knowledge or expertise to make quality contributions.

This approach is most effective when the knowledge of the entire team is needed to solve a problem or find direction.

PACESETTING - 15

This leader expects those they lead to embrace new projects and move with speed.

This leader focuses on productivity.

This leader motivates by setting high standards of performance, and then leads by example.

This leader does not feel it necessary to communicate a lot of detailed instructions.

This style can be ineffective if used over a long period of time.

This style is effective when team members are self-motivated and highly skilled.

ALTRUISTIC - 14

This leader personalizes approaches to meet the individualized needs of the team.

This leader leads in order to better serve others.

This leader motivates by their empowering, ethical approach.

This leader focuses on active listening, empathy, and commitment to building community.

This style can be ineffective if not given sufficient time to apply a long-term perspective.

AUTHORITATIVE - 14

This leader provides long-term direction and focuses on end-goals.

This leader often has more experience and knowledge than those they lead.

This leader motivates by inspiring enthusiasm for the mission.

This leader gives clear direction and sets standards.

This style is less effective when explicit guidance is required.

This style is most effective when a change of direction or vision is required.

BUREAUCRATIC - 13

This leader stringently establishes and enforces rules.

The leader’s decisions are absolute and demand immediate compliance.

This leader motivates by discipline and demands immediate compliance.

This leader engages in top-down interactions.

This style is not effective when trying to lead highly-skilled individuals, as they often become resentful of micromanagement.

This style is most effective when a decision has to be made in a short amount of time.

Books on leadership:

1. 7 habits of HEP
2. 5 dysfunctions of a team
3. The 1-minute manager
4. The heart of a leader
5. Leaders eat last
6. The art of war
7. Influence (the psychology of persuasion)
8. Principles

Level 2 Project 2:

Scores from the communication questionnaire:

SUPPORTIVE - 4

This style is calm, steady, approachable, sincere, and gentle. Because the person with a Supportive communication style dislikes change, she may appear indecisive. More often she is perceived as careful, patient, and amiable. Due to her active listening skills, others see her as cooperative, dependable, and loyal.

She is often modest and prefers praise be given privately. Patient and slow-paced, she likes a personal, relaxed, no-tension environment. She puts high priority on close relationships and does not like conflict, but may mediate if necessary.

ANALYTICAL - 4

This style is precise, exact, analytical, and logical. Because the person with an Analytical communication style is systematic and task-oriented, he is sometimes perceived as a perfectionist. He is organized, self-reliant, purposeful, and diplomatic.

He is motivated by certainty and will rarely give an opinion unless asked. He is slow and cautious in his pace and likes a structured, ordered, and functional environment. Because he needs to feel sure of his position and others’ expectations, he is often private with personal information and does not easily express emotions.

DIRECT - 2

This style is decisive, competitive, independent, and confident. Because the person with a Direct communication style is focused, results-oriented, ambitious, goal-oriented, and driven, others may perceive her as strong-willed or demanding. She can be seen as impatient when bored.

She likes to feel in control and may become frustrated if dependent on others. She measures progress by achievements and successes and is motivated by challenges. At work she displays more concern for results than relationships and does not easily share feelings. Her pace is fast and decisive, and she likes a busy, efficient, structured, and formal environment.

INITIATING - 2

This style is sociable, enthusiastic, energetic, spontaneous, and fun-loving. Due to the gregarious nature of the person with an Initiating communication style, he may be perceived as someone who talks more than listens. He is often perceived as self-assured, innovative, and persuasive.

He likes to feel accepted and is motivated by relationships. He responds strongly to praise and approval. His pace is fast, and he may appear impulsive at times. He prefers a stimulating, personal, and friendly work environment.

Level 3 Project 1:

Alternative points to include in the speech - technical aspects of negotiation:

1. Negotiating for success - BATNA - getting to 'yes'
1. ZOPA
2. Bargaining examples - house rent, vegetable grocer
3. Projects at work - mentoring someone, how to negotiate to get work done
4. Learning to say no politely

Level 3 Project 2 Elective:

Alternate use of PPT software for Photography 101:

1. Good evening dear toastmasters. Today my project is all about using presentation software which is powerpoint that will aid my speech content. As I was thinking through the week on various topics that came to my mind, mostly technical, because I am a technical person and I enjoy learning and telling others about technical things.
2. I chose photography as it's the perfect example to take for using powerpoint to show something because it's a lot easier for you to see what I'm talking about and understand using visual cues rather than me trying to explain what I'm talking about when there's not much to visualize
3. Especially in a topic like photography, the best way to teach a technical concept is by showing what works and what doesn't in a particular photograph. Only if you as the audience can view it and me as the presenter can show it visually, it'll make way more sense.
4. Childhood experience - from point and shoot to a DSLR, to the head of department in college
5. Top 3 concepts - framing, rule of thirds, exposure triangle

Other ideas - Basics of design (Gestalt laws, closure principle, proximity principle, complementary colours)

Level 3 Project 3 Elective: 

More table topics: 

1. Speak on how an idle mind is the saint's workshop rather than the devil's workshop
1. If you’ve nothing to do, you’ll likely think of mischief
2. All that glitters is gold
3. An apple a day does not keep the doctor away
4. A rolling stone gathers a lot of moss
1. We usually agree with the fact that a person who is always changing jobs and places will be less likely to succeed than someone is more consistent