Q&A With Vickie Goodman

Q: What experience do you have in strategic planning?

A:
Strategic planning has been central to nearly every position I’ve held. As Chief of Abuse Investigations for the State of Florida, I worked closely with a team to define goals and objectives, identify critical trends, allocate resources, and implement action plans. In my time as a private business owner (operating private schools and a successful contracting company), I regularly refined strategic plans to adapt to market changes—most notably during the COVID years when we maintained our full-time workforce while many others were downsizing. Each of these experiences strengthened my ability to develop and execute effective, goal-oriented strategies.

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Q: What experience do you have in the area of finance?

A:
From running private schools for 15 years—which I later sold profitably—to operating my current million-dollar contracting business, I’ve had to carefully allocate financial resources to achieve organizational objectives. During my tenure as Bureau Chief, I managed a $1.5 million budget annually. These roles demanded a high level of financial scrutiny—evaluating expenses against goals and adjusting as necessary to sustain growth and profitability.

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Q: What experience do you have in developing policies?

A:
I’ve been responsible for policy creation in multiple capacities. As an HR Administrator, I developed personnel and safety policies while ensuring alignment with state and federal laws. During my tenure as Bureau Chief, I helped develop and review legislation considered by the Florida Congress. I also served on legislative task forces as a facilitator and writer, earning special commendations for my work in policy development. These experiences honed my ability to balance legal requirements with organizational needs.

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Q: What lessons did you learn from previous leadership positions?

A:

1. Active Listening: Often it’s more important to listen than to speak. Hearing diverse perspectives helps identify common ground and ensures all voices are accurately represented.

2. Delegation & Inclusion: Sharing responsibilities lightens the workload, fosters respect, and builds cohesive teams.

3. Positive Outlook: Embrace change—whether expected or not—as an opportunity for growth and creativity.

4. Value Each Individual: Everyone brings unique strengths (“gold”) to the table, even if it takes extra effort to uncover them.

 

Q: What experience and key strengths would you bring to the Board of Directors?

A:
I consider myself an organized, reliable, and purposeful team player, skilled at focusing on objectives and mobilizing people toward common goals. My loyalty to Toastmasters is demonstrated by my over 30-year membership. With a wide range of professional and volunteer experiences, I can offer creative problem-solving insights. I believe in the importance of membership to foster vitality and success, and I will passionately advocate for club growth and member engagement.

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Q: Why do you want to serve as an International Officer/Director?

A:
Over the past three decades, I’ve dedicated myself to motivating and inspiring others to achieve success through Toastmasters. As I advanced through District leadership, the global impact of Toastmasters became clear. Serving on the Board is a natural next step to enhance my leadership while helping shape long-range strategies. I want to deepen my understanding of Toastmasters worldwide so I can serve as an even stronger ambassador for our organization.

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Q: What volunteer experience do you have outside of Toastmasters?

A:

• Poll Worker for the Leon County Supervisor of Elections

• Girl Scouts of the Big Bend Trainer for troop leaders

• Event Organizer for an annual Thanksgiving celebration serving over 1,000 community members

• Teacher’s Aide in a local elementary school

• President, Florida Advocacy Coalition for Excellence – legislative advocacy group for inclusive education for children with disabilities

 

Q: Have you worked with other Boards of Directors outside of Toastmasters?

A:
Yes. I’ve served in an advisory capacity for the Florida Council on Aging regarding elder abuse issues, and as a board member for the Florida Advocacy Coalition for Excellence, where we addressed educational access for children with disabilities and lobbied for policy changes. I also served on the Florida Education Credit Union Board, helping review proposed budgets, address member concerns, and explore innovative banking trends.

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Q: In your opinion, what are Toastmasters International’s major objectives, and how would you work to achieve them?

A:
Empowering Better Communicators and Leaders

• Community Awareness: I’d like to see increased budget allocation for marketing and PR to spark broader interest in Toastmasters.

• Member Experience: It’s vital to provide robust training for club officers—especially in PR and Pathways—so members have an engaging and supportive environment. This includes standardized onboarding to help new members get started quickly and easily in Pathways, as well as training for Base Camp Managers to track progress.

• Continuous Program Improvement: Continued refining of Pathways to make it more accessible, intuitive, and diverse in its offerings will help Toastmasters remain the leading provider of communication and leadership skills training.

 

Additional Information

I understand that the Board of Directors focuses on policy, strategy, and organizational sustainability. I believe my background in education, policy development, legislation, and business administration makes me a strong candidate. I’m committed to leveraging these skills to help shape a strategic vision that will elevate Toastmasters as a globally recognized brand for personal and professional development.