Leadership Strengths Assessment

What could this idea change?

It grows practical leadership confidence and reduces the club's dependence on a small group of experienced people.

It may suit: Current and emerging club leaders, along with the members who work with or support them.

A simple way to start

1. Write the decision brief for Leadership Strengths Assessment: define how members may explore leadership interest and capability without being informally promised a role, the starting evidence, people affected, local authority, resource limit, success signals and stop conditions. Who could lead it: Board sponsor and leadership-development lead
2. Publish the capability and decision need, invite interest fairly, ask about access and workload, declare conflicts and separate development from any formal appointment. Apply this specifically to Leadership Strengths Assessment and record which relevant experiences or users are still missing. Who could lead it: Board sponsor and leadership-development lead with the access and privacy contacts
3. Build and test a bounded evidence review with defined inputs, participation gaps and interpretation limits for Leadership Strengths Assessment; complete the Leadership Strengths Assessment Diagnostic Evidence Matrix, rehearse the boundary wording and confirm who may decide, refer, pause, recover or close the work. Who could lead it: Facilitator, mentor or role supervisor
4. Use real but bounded practice, observation, reflection and specific feedback; protect confidential information and keep every reserved decision with the authorised office-holder. Capture only the evidence needed to judge whether Leadership Strengths Assessment advances fair leadership discovery. Who could lead it: Facilitator, mentor or role supervisor
5. Compare the evidence with the starting point, validate meaning with affected participants or users, record gaps and unintended effects and prepare a dated findings summary that separates facts, experience, assumptions and unanswered questions without overstating what the trial proves. Who could lead it: Facilitator, mentor or role supervisor with an independent reviewer

What should we look for?

• After 90 days, review Leadership Strengths Assessment. Look for a broader pool of members trying small leadership tasks and receiving useful feedback before larger roles are discussed.
• Leadership Strengths Assessment produces a dated findings summary that separates facts, experience, assumptions and unanswered questions by the promised decision date, with evidence limitations, participation gaps and unintended effects stated.
• People affected can explain the purpose, their choices, the boundary and how to raise an access, privacy, safety or governance concern.
• The trial shows whether fair leadership discovery improved from the recorded starting point without shifting hidden workload, risk or exclusion elsewhere.
• Every accepted action has an owner, due date and completion evidence, and the club records a reasoned continue, adapt, refer, scale or stop decision.

Before we say yes

• Does it fit a real local need?
• Can people take part safely and fairly?
• Are the facts, permissions and Rotary branding right?
• Who will lead it, and when will we review it?