Sue and I are taking a break heading to Christchurch, a journey on the TranzAlpine and a few days on the West Coast so unfortunately I do not have time to sit down and think about what I can write for the bulletin! I have taken the easy route!
Here’s an interesting extract from the RI publication ‘Rotary on The Move’ which I would like to share with you. It is pertinent to all members, current and prospective, and especially the board, current and incoming.
“In Rotary we face an adaptive change challenge which needs adaptive leaders who can foster diverse perspectives whilst they mobilise people to do things differently for improved outcomes. They do so through effective listening and good strategic planning.
Taking a longer-term focus on “what matters most for the future” is critical. Short term thinking is a real no-no with leaders thinking in “my year” terms falling into a trap to be avoided at all costs.
So, what does “what matters most for the future” mean? A good way to identify it is to ask members three key questions:
Firstly, what are you most passionate about in Rotary and mustn’t change, but also what should change? Members invariably say they are passionate about service, fellowship and our common values and, if serious about “the future”, they realise fostering young leaders, diverse membership and new operating approaches are needed.
Secondly, what do you think we are best in the world at? Members usually come up with things like collectively using our talents, time and treasure to do good /make a difference. I would add our networks to that important list.
Thirdly, what do you think drives our economic engine? Members intuitively know that it is fundraising, donations and efficiency that are important.
The answers to these questions should help identify three or four areas critical to future success in the new environment. The next step is to list against each of these the activities necessary to achieve desired outcomes over time; it is important these activities include what needs to be done differently and how. To help monitor progress, measures describing quality, quantity and time are then added and the strategic plan is in place.
Implementation and regular review over 5 years minimum is then necessary.
See you all on Wednesday!
Kia Kaha
Stay Safe
.jpg)
