L-104 · Detailed guide · Theme 4

Mentoring Workshop Series

Use Mentoring Workshop Series to give future leaders trusted guidance while keeping ownership of decisions with the person in the role.

Where this idea came from

Playbook entry: L-104 · Mentoring Workshop Series
Theme: Theme 4: Leadership, Culture & Club Experience · Subtheme 7: Mentoring Future Leaders
Source material: Current playbook index title and category plus an internally authored detailed-guide draft

Initiative-specific development wave

How this draft was developed

These sources support general principles for leadership, culture and club experience, accessibility, privacy, safety, systems or responsible governance; they are not an endorsement of Mentoring Workshop Series, a finding that it suits any club or approval of its local design.

Primary references consulted

Engage emerging leaders (Rotary International)
Used for: Rotary encourages clubs to assess club health, ask members what they want, take suggestions seriously, support leadership and provide relevant service and learning experiences.
Enhancing Belonging and Engagement at Rotary (Rotary International)
Used for: Rotary identifies belonging, respect, accessibility and equitable access to opportunities, networks and support as central to participation and thriving.
Governance for good: A guide for Responsible People (Australian Charities and Not-for-profits Commission)
Used for: Good governance requires understood roles, authorised decision processes, checks and balances, appropriate delegations, written decisions and oversight of finances and operations.
Chapter 3: APP 3 Collection of solicited personal information (Office of the Australian Information Commissioner)
Used for: Personal-information collection should be lawful, fair, proportionate and minimised, with additional controls for sensitive information; each club must confirm how privacy law applies to it.

Candidate District material

No candidate local guide was used for this version. The current initiative identity and the attributed primary references remain separate.

Theme 4 source-assurance wave

What has been checked

4 current primary pages used by this guide were reopened on 9 August 2026.
4 attributed source claim(s) were mapped to their bounded use in this initiative.
Candidate District material remains separate and does not establish this result.

See each source's scope and limit

Engage Emerging Leaders
Supports: Member-centred discovery, mentoring, feedback, emerging-leader support and club-health review principles.
Does not establish: That a person is ready for office, should be selected, has consented to a role or can exercise authority outside the club's rules.
Enhancing Belonging and Engagement at Rotary
Supports: Belonging, accessibility, respectful participation and equitable access principles for leadership and club experience.
Does not establish: That a particular leadership pathway, meeting, selection process or club culture is inclusive without testing with affected people.
Governance for good: A guide for Responsible People
Supports: Good-governance principles for roles, delegation, decision processes, records, accountability, financial oversight and organisational purpose.
Does not establish: That a Rotary club is an ACNC-registered charity, that ACNC duties apply or that a proposed delegation or decision complies with the club's governing documents.
Chapter 3: APP 3 Collection of solicited personal information
Supports: Data-minimisation, collection-purpose, proportionality and consent safeguards where the Privacy Act and APP 3 apply.
Does not establish: Whether a particular Rotary club is an APP entity or whether a proposed leadership survey, assessment or record is lawful in its actual circumstances.

What still needs a person to confirm

Confirm the club's governing documents, election or appointment method, role authority, delegation, budget and reserved decisions before assigning leadership responsibility.
Confirm which incorporated-association, charity, work health and safety, privacy, safeguarding and other duties apply to the club and this local design.
Test accessibility, workload, belonging and alternative participation routes with affected members rather than inferring suitability from the guide.
Confirm every local fact, starting point, measure, cost, owner, capability claim and learning need before the club decides to proceed.
Resolve any candidate District-source provenance and approval decision without treating the candidate as controlled authority.

The source-verification release gate remains closed.

Checks still on hold

The current Theme 4 index establishes the code and title. No authoritative detailed Leadership source has been located, so this is explicitly an internally authored, source-referenced draft.
The connected Drive refresh returned an internal error on 9 August 2026. No unseen file was inferred or promoted; the 7 August intake, duplicate decisions, quarantines, rights boundaries and public-write permission hold remain in force and no sharing was changed.
Before local delivery, the club must approve the decision, participant choices, access arrangements, privacy and records plan, role boundaries, referral or escalation routes, resource limit and the specific control for this boundary: mentors may advise and reflect but cannot promise appointment, exercise the learner's authority or seek unnecessary private information.
Formal human review has not started. Mentoring Workshop Series remains an internal initiative-specific draft until all 1,000 initiatives reach the Full-Corpus Review Build and every source, editorial, local-suitability, accessibility and governance gate is resolved.

Still an internal draft: source interpretation, local suitability, accessibility, governance and editorial approval remain open checks.

Why a club might use this

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.

Use it when

Consider Mentoring Workshop Series when emerging leaders would benefit from experience, reflection and a safe place to test their thinking.
A club where the club can develop a defined capability through real but bounded practice, feedback, authorised decisions and a deliberate handover.
A club with a real need for ethical mentoring of future leaders and capacity to support a needs-led learning session with verified content, active practice and a real transfer task.
A 90-day trial of Mentoring Workshop Series with a starting point, named participants, a resource ceiling and a scheduled continue, adapt or stop decision.

Before the club starts

A board-approved brief naming which capability, experience and bounded support a mentoring relationship will develop, the local authority, people affected, fixed constraints, resource ceiling, decision date and stop conditions.
A starting-point record and participant plan suited to a needs-led learning session with verified content, active practice and a real transfer task, with accessible information, voluntary choices and a supported alternative route where needed.
Named delivery, evidence and decision owners, including a person authorised to pause Mentoring Workshop Series when a safeguard, permission or boundary is not met.
A proportionate check of governing documents, privacy, information security, accessibility, conflicts, safeguarding, work health and safety, records, finance and referral duties for the actual local design.

Capacity guide

Likely cost: Low
Lead time: 8–16 weeks
People: A coordinator plus one mentor for each participating member

A useful club conversation

Questions worth asking

Whose experience, authority, access or safety could be missed if Mentoring Workshop Series is designed only by regular attendees, confident digital users or current leaders?
What would make a completed practice artefact, observed feedback record and application commitment credible enough for the club's decision, and what would still remain uncertain?
What local adaptation would still respect this boundary: Mentors may advise and reflect but cannot promise appointment, exercise the learner's authority or seek unnecessary private information.

Common traps

Trying Mentoring Workshop Series when A club with no open decision, no accountable owner, no capacity to act on a completed practice artefact, observed feedback record and application commitment or no safe way to pause the trial.
Proceeding with Mentoring Workshop Series when Mentoring Workshop Series must not be used for an informal appointment, personality ranking or process that bypasses elections, delegations, conflicts, confidentiality, safeguarding, financial controls or governing documents. Mentors may advise and reflect but cannot promise appointment, exercise the learner's authority or seek unnecessary private information.
Development creates hidden workload or unnecessary access to confidential information. — Set workload and access limits, provide supervision and use a safe exit and handover.

A practical 90-day path

Three milestones for Mentoring Workshop Series
When	What the club does	Evidence to keep
Days 1–30: Agree the local design	Write the decision brief for Mentoring Workshop Series: define which capability, experience and bounded support a mentoring relationship will develop, the starting evidence, people affected, local authority, resource limit, success signals and stop conditions. 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 Mentoring Workshop Series and record which relevant experiences or users are still missing.	An approved decision and boundary brief A participant, access and information-handling plan
Days 31–60: Run and adjust the first version	Build and test a needs-led learning session with verified content, active practice and a real transfer task for Mentoring Workshop Series; complete the Mentoring Workshop Series Learning Design and Practice Sheet, rehearse the boundary wording and confirm who may decide, refer, pause, recover or close the work. 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 Mentoring Workshop Series advances ethical mentoring of future leaders.	A tested learning design and practice sheet and delivery pack A controlled activity and evidence record
Days 61–90: Review the evidence and decide	Compare the evidence with the starting point, validate meaning with affected participants or users, record gaps and unintended effects and prepare a completed practice artefact, observed feedback record and application commitment without overstating what the trial proves. Make and record the authorised continue, adapt, refer, scale or stop decision for Mentoring Workshop Series; explain the reason, complete every action, close unnecessary records and schedule the 90-day follow-up.	A completed practice artefact, observed feedback record and application commitment A published participant response, closed action register and next-step decision

Fit it to the club you have

Small club

Use cross-club mentors or facilitators where the same few people hold every role, while keeping local authority with the club. Apply this specifically to Mentoring Workshop Series, a needs-led learning session with verified content, active practice and a real transfer task and the club's actual capacity.

Larger club

Use published cohorts, common role agreements and calibrated feedback, with separate supervisors for confidential or high-risk work. Apply this specifically to Mentoring Workshop Series, a needs-led learning session with verified content, active practice and a real transfer task and the club's actual capacity.

Regional or rural club

Use remote mentoring and shared district expertise, plan around travel and seasonal work and avoid reliance on a single specialist. Apply this specifically to Mentoring Workshop Series, a needs-led learning session with verified content, active practice and a real transfer task and the club's actual capacity.

Metropolitan, hybrid or online club

Provide accessible digital materials, remote observation and asynchronous practice while keeping authority and confidentiality controls equivalent. Apply this specifically to Mentoring Workshop Series, a needs-led learning session with verified content, active practice and a real transfer task and the club's actual capacity.

Learn, adapt and know when to stop

Evidence worth keeping

Mentoring Workshop Series produces a completed practice artefact, observed feedback record and application commitment 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 ethical mentoring of future leaders improved from the recorded starting point without shifting hidden workload, risk or exclusion elsewhere.

Change course when

The club proceeds with Mentoring Workshop Series without respecting this boundary: mentors may advise and reflect but cannot promise appointment, exercise the learner's authority or seek unnecessary private information. — Put the boundary in the brief and participant information, give the delivery lead stop authority and move any excluded matter to its responsible process.
Selection reproduces an inner circle or creates an implied appointment. — Publish the pathway and criteria, invite broadly, declare conflicts and state that formal appointments remain separate.
A learner, mentor or committee exercises authority it does not hold. — Use a written role and delegation, decision checkpoints and an accountable office-holder.

How to put it into practice

Detailed implementation steps for Mentoring Workshop Series
Step	Action	Suggested owner	Timing	Evidence or output
1	Write the decision brief for Mentoring Workshop Series: define which capability, experience and bounded support a mentoring relationship will develop, the starting evidence, people affected, local authority, resource limit, success signals and stop conditions.	Board sponsor and leadership-development lead	Week one	An approved decision and boundary brief
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 Mentoring Workshop Series and record which relevant experiences or users are still missing.	Board sponsor and leadership-development lead with the access and privacy contacts	Weeks one and two	A participant, access and information-handling plan
3	Build and test a needs-led learning session with verified content, active practice and a real transfer task for Mentoring Workshop Series; complete the Mentoring Workshop Series Learning Design and Practice Sheet, rehearse the boundary wording and confirm who may decide, refer, pause, recover or close the work.	Facilitator, mentor or role supervisor	Before the trial	A tested learning design and practice sheet and delivery pack
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 Mentoring Workshop Series advances ethical mentoring of future leaders.	Facilitator, mentor or role supervisor	Weeks three to eight	A controlled activity and evidence record
5	Compare the evidence with the starting point, validate meaning with affected participants or users, record gaps and unintended effects and prepare a completed practice artefact, observed feedback record and application commitment without overstating what the trial proves.	Facilitator, mentor or role supervisor with an independent reviewer	Within seven days of the trial	A completed practice artefact, observed feedback record and application commitment
6	Make and record the authorised continue, adapt, refer, scale or stop decision for Mentoring Workshop Series; explain the reason, complete every action, close unnecessary records and schedule the 90-day follow-up.	Authorised office-holder and handover recipient	By day 90	A published participant response, closed action register and next-step decision

Controls and safeguards

Check the idea with the people affected and confirm its purpose, owner and practical limits before putting it into use.
Confirm who may decide, how conflicts and decisions will be recorded, and what support a new leader can call on.
Confirm venue, accessibility, safety, incident, cancellation and follow-up arrangements for the actual audience and setting.
The club proceeds with Mentoring Workshop Series without respecting this boundary: mentors may advise and reflect but cannot promise appointment, exercise the learner's authority or seek unnecessary private information. — Put the boundary in the brief and participant information, give the delivery lead stop authority and move any excluded matter to its responsible process.
Selection reproduces an inner circle or creates an implied appointment. — Publish the pathway and criteria, invite broadly, declare conflicts and state that formal appointments remain separate.
A learner, mentor or committee exercises authority it does not hold. — Use a written role and delegation, decision checkpoints and an accountable office-holder.
Development creates hidden workload or unnecessary access to confidential information. — Set workload and access limits, provide supervision and use a safe exit and handover.
The current Theme 4 index establishes the code and title. No authoritative detailed Leadership source has been located, so this is explicitly an internally authored, source-referenced draft.
The connected Drive refresh returned an internal error on 9 August 2026. No unseen file was inferred or promoted; the 7 August intake, duplicate decisions, quarantines, rights boundaries and public-write permission hold remain in force and no sharing was changed.
Before local delivery, the club must approve the decision, participant choices, access arrangements, privacy and records plan, role boundaries, referral or escalation routes, resource limit and the specific control for this boundary: mentors may advise and reflect but cannot promise appointment, exercise the learner's authority or seek unnecessary private information.

What to measure

After 90 days, review Mentoring Workshop Series. Look for regular mentoring conversations, goals chosen by the learner and growing confidence in independent judgement.
Mentoring Workshop Series produces a completed practice artefact, observed feedback record and application commitment 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 ethical mentoring of future leaders 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.

Follow-up: At the 90-day review, compare the recorded measures with the starting point, resolve the listed governance holds and tell participants whether Mentoring Workshop Series will change, continue or stop.

Made for this initiative

Tailored supporting documents

These working documents use the decisions, safeguards and evidence needs of this initiative. Complete them with the people affected and keep the agreed version with the club's project record.

Mentoring Workshop Series Capability and Outcome Brief

Define the capability, real work, authority and evidence required.

Open supporting document

Mentoring Workshop Series Expression of Interest and Conflict Form

Support fair participation and transparent conflict management.

Open supporting document

Mentoring Workshop Series Role, Authority and Confidentiality Agreement

Keep learning work within approved boundaries.

Open supporting document

Mentoring Workshop Series Learning and Practice Plan

Turn the capability goal into deliberate work and feedback.

Open supporting document

Mentoring Workshop Series Observation and Feedback Record

Capture behaviour and impact without personality judgement.

Open supporting document

Mentoring Workshop Series Decision and Governance Check

Protect formal authority, conflicts and required approvals.

Open supporting document

Mentoring Workshop Series Handover and Continuity Pack

Transfer work, learning, access and open decisions.

Open supporting document

Mentoring Workshop Series Mentoring Future Leaders Delivery Check

Test whether Mentoring Workshop Series genuinely advances ethical mentoring of future leaders within the subtheme boundary.

Open supporting document

Mentoring Workshop Series Learning Design and Practice Sheet

Connect verified learning to practice, feedback and a real club task.

Open supporting document

Mentoring Workshop Series Evidence, Decision and Close-Out Record

Bring the evidence, limitations, participant response and final decision for Mentoring Workshop Series into one accountable record.

Open supporting document

Related playbook entries

L-103
L-105

Supporting worksheets

Before your club says yes

Does the idea fit?

Talk with the people it is meant to serve and check that the need is real.

We have checked this

Who can say yes?

Name the person or group that can approve the work, spending and any safety arrangements.

We have checked this

Are people protected?

Check privacy, consent and safety. Collect only the information you genuinely need.

We have checked this

Can everyone take part?

Check the language, format, place, technology and cost for barriers.

We have checked this

Are the facts and permissions right?

Check names, claims, images, quotations, partner references and Rotary branding.

We have checked this

How will we learn?

Note where things stand now, check in at 30, 60 and 90 days, and decide what to do next.

We have checked this