Rotary Leadership Mentorship Network

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 a decision brief for Rotary Leadership Mentorship Network: define which matches and network supports will improve development, 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 network of screened mentors offering several leadership specialities; use the Leadership Mentorship Network Register, 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: give participants choice and reduce dependence on one mentor. 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 governed matching pool and supervision cycle 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 Rotary Leadership Mentorship Network. Look for transparent opportunities, supported first assignments and members choosing whether and how they wish to progress.
• Rotary Leadership Mentorship Network produces a governed matching pool and supervision cycle 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?