Leadership Dialogue Series

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 a decision brief for Leadership Dialogue Series: define which questions and practices deserve continued dialogue, the evidence already held, people affected, local authority, fixed constraints, success signals and stop conditions. Who could lead it: Board sponsor and leadership-development lead
2. Publish the capability or decision need, invite expressions of interest, make selection criteria and conflicts visible, and agree a role, authority, workload, support and exit route. Who could lead it: Board sponsor and leadership-development lead with the access and privacy contacts
3. Build and test a recurring dialogue series on difficult leadership themes using prepared cases; use the Leadership Dialogue Case Template, rehearse the boundary wording, check materials and confirm who can decide, refer, pause or close the activity. Who could lead it: Mentor, facilitator or role supervisor
4. Use real but bounded practice, observation, reflection and feedback; protect confidential board or member information; and keep every decision with its authorised office-holder. Capture only the evidence needed to judge whether the trial achieved its stated aim: build judgement through repeated, respectful exchange rather than lectures. Who could lead it: Mentor, facilitator or role supervisor
5. Analyse the evidence against the starting point, validate meaning with the people involved, record exceptions and unintended effects, and prepare a case library, learning notes and practice commitments without overstating what the trial proves. Who could lead it: Mentor, facilitator or role supervisor and an independent reviewer

What should we look for?

• After 90 days, review Leadership Dialogue Series. Look for transparent opportunities, supported first assignments and members choosing whether and how they wish to progress.
• Leadership Dialogue Series produces a case library, learning notes and practice commitments by the promised decision date, with evidence limitations and any participation gaps stated.
• Participants complete a defined capability goal or work product with observed evidence rather than attendance alone.
• Authority, delegation, conflicts, confidentiality and workload stay within the written role agreement.
• Feedback and handover records show what changed, what remains unsupported and what the club will do next.

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?