Project Leadership Mentoring

What could this idea change?

It helps knowledge, confidence and encouragement move between members instead of resting with a few people.

It may suit: Members seeking guidance or a new challenge, and the people offering practical support.

A simple way to start

1. Write the decision brief for Project Leadership Mentoring: define which project capability will be developed through real but bounded service work, 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 Project Leadership Mentoring 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 consent-based capability partnership with a defined goal, boundaries, practice and planned ending for Project Leadership Mentoring; complete the Project Leadership Mentoring Compact and Session Record, 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 Project Leadership Mentoring advances responsible project leadership. 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 participant-owned capability record and a clear continue, change or close decision 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 Project Leadership Mentoring. Look for an agreed scope, safe delivery, completed follow-up and clear notes about results and lessons.
• Project Leadership Mentoring produces a participant-owned capability record and a clear continue, change or close decision 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 responsible project leadership 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?