Candidate Information – Savitha Salian

Savitha Salina, DTM

Toastmasters member since : December 2010

Education: DTM

Toastmasters offices held and terms of service:

  • Winners Club Club Secretary 
  • Winners Club Club VP Education
  • Winners Club Club VP Education
  • Winners Club Club President
  • District 0092 Area Director
  • Port Town Advanced Toastmasters Club VP Education
  • Winners Club Club Treasurer
  • Port Town Advanced Toastmasters Club VP Education
  • District 0092 Division Director
  • Port Town Advanced Toastmasters Club VP Membership
  • District 0092 Administration Manager
  • District 0121 Club Growth Director
  • Port Town Advanced Toastmasters Club President
  • District 0121 Program Quality Director
1

Toastmasters honors and recognition:

  • Excellence in Club Growth Award 2020-21(TI)
  • Resilience Award 2020-21 (TI)
  • Star Excellence in Club Growth Award 2020-21 (R13)
  • Leader of the year Award 2020-21
  • Long standing Award 2020-21
  • BEST DIVISION OF DISTRICT92 2018-19(HALL OF FAME AWARD)
  • BEST DIVISION DIRECTOR 2018-19
  • BEST AREA DIRECTOR 2015-16

Relevant work experience and how it relates to Toastmasters and your role as a District leader:

Till the time I took up responsibilities as CGD, I used to train aspirants of a certification programme from Trinity College, London, through its registered Exam Centre in Mangaluru. Reading, speaking and listening, skills which are closely aligned to the Toastmasters objectives, were the areas that I specialised in. I’m happy that the mentoring and follow-up of student progress that were demanded of me will come in handy in the role of DD that I aspire to take up next year. The competencies most needed of a District Director – ability to learn new skills, delegate, strong communication skills and most importantly empathy, were developed to a large extent in my interactions with the learners. The demands of a DD’s role will be supported by my experience as a guide, tutor and mentor of students.

What experience do you have in strategic planning?

The most important aspects of strategic planning, which are analyzing Information. formulating and implementing strategies and finally evaluating the work done to check for realisation of objectives, were brought to me in my Toastmasters journey of a decade. I am a member of three toastmaster clubs wherein I’ve taken up almost all roles. I’ve been Area Director, Division Director, District Administration Manager and Club Growth Director. As District Admin. Manager, I’ve assisted the PQD in organising the DOTP in outstation venues. When our Division hosted conferences I’ve taken up the role of Programme Chair twice and Registration and Accommodation Chair. As CGD I dealt with College administrations and corporate heads, negotiated, persuaded, managed conflicts, solved problems and made tough decisions, that too in a year of the Covid pandemic. As PQD, I’ve organised DOTP, led training initiatives, planned learning and development programmes concurrently in different venues, executed membership development drives and travelled for international training programmes and conferences.

What experience do you have in the area of finance?
I have been a treasurer of our toastmasters club. At conferences that we have hosted I’ve participated actively with regard to financial matters. As Division Conference Chair I managed the finances effectively. As District Administration Manager I’ve helped organising the DOTP. I was involved in the budgeting of all matters connected to accommodation, food and several other specifications. As CGD, the budgeting of the marketing initiatives as well as that of awards was my responsibility. As PQD I’m now involved in the budgeting aspects of the Annual conference of D121. The financial aspects of all PQD initiatives are closely monitored by me and I’m confident that thorough with the fiscal aspects of running a TM district.

What experience do you have in developing procedures?

As District Admin, CGD and now as PQD, developing procedures has been part of the duties. Even before that, at my workplace, I have organised or otherwise been part of programmes at my workplace where I had to identify needs, developed policies and identified people to delegate responsibilities, collated information, reviewed policies and followed-up on the agreed procedures up till implementation. My roles of District Admin and the CGD were all about procedure. While some were set out and needed to be implemented, many procedures as CGD were those I had to come up with on my own since there were no procedures for dealing with issues in a pandemic year. Some follow-up of award distribution that had to be done the year I was CGD was a runoff from last year when I was the DAM since the 2019-20 Conference was held virtually and the awards had to be sent to the respective winners anyway. It was a Herculean task and helped me develop many creative procedures to ensure its completion. The PQD’s role demands creativity and constant relearning to keep up with technology and changing mores of attention spans of members.

What lessons did you learn from previous leadership positions?

Understanding member needs: Working directly with clubs provides firsthand insight into member challenges, aspirations, and engagement levels. This empathy translates into effective policies and support systems for the entire district.Building relationships: Fostering strong connections with club leadership and members lays the foundation for a collaborative and cohesive district environment. The applicant can leverage these relationships for communication, feedback, and mobilizing member participation.Leadership development: Guiding and mentoring area leaders hones the applicant’s leadership skills in delegation, coaching, and providing constructive feedback. These skills are crucial for leading and empowering the district’s diverse talent pool.As DIVISION DIRECTOR Strategic planning and execution: Overseeing divisional goals and activities equipped me with strategic thinking and implementation skills. This experience is invaluable for setting and realizing the district’s overall vision and objectives.As DISTRICT ADMINISTRATION MANAGER:Organizational skills and attention to detail: Maintaining accurate records, managing data, and ensuring compliance with district policies.Administrative knowledge: Understanding district procedures, financial management, and resource allocation As CLUB GROWTH DIRECTOR:Membership growth: Experience in club growth and program quality initiatives, understanding of member recruitment, retention, and development strategies. This expertise enabled me to prioritize these crucial aspects for district-wide success.As PROGRAM QUALITY DIRECTOR Program development and event management: Leading training programs, conferences, and other events equipped me with skills in training curriculum development, logistics, and stakeholder engagement. I learnt to craft effective programs and engaging activities for the entire district.

Why do you want to serve as a District leader?

The desire to make a bigger impact, refine my leadership skills, and realize my vision for the district’s future are compelling factors driving my desire to serve as a District Leader. As PQD, I feel I’ve implemented successful initiatives in the district concerning learning and development and now yearn to apply my expertise to strengthen the district further. Also, taking on the District Director role empowers me to mentor and guide future leaders, ensuring a legacy of high program quality standards and fostering a pipeline of skilled leaders.

 

In your opinion, what are the District mission’s major objectives and how would you work to achieve them?

Member Development – Empowering members to become more effective communicators and leaders, increasing member engagement and retention, and supporting diverse needs and learning styles; Club Growth – Establishing new clubs, supporting existing clubs and addressing challenges faced by struggling clubs; and Program Quality – Maintaining high standards for educational programs, promoting continuous improvement and innovation, and recognizing and celebrating program excellence are the major objectives of the District mission. By proactively working with the district team and club leaders, a District Director can significantly impact the district’s success in achieving its major objectives. The leadership of the DD can not only empower members to become better communicators and leaders but also contribute to the overall growth and vibrancy of the Toastmasters community.
By keeping the major objectives in mind and prioritizing effective leadership, communication, and collaboration, any District Director can make a significant contribution to the district’s success.

Additional information about yourself:

DIVISION CONFERENCE CHAIR 2013
PROGRAMME CHAIR, OVATION 2014,CRESCENDO 2023
REGISTRATION & ACCOMMODATION CHAIR, JAMBOREE 2015
ASSISTED AT CREDENTIALS DESK – CORONATION 2019.