As you’ll see in the diagram below, you will receive the baton from the Challenge Strategist this week. You are now in charge. The Start-up Workshop is two weeks away, and you need to make sure that the right team members show up to the Workshop feeling motivated, curious, and a little anxious.
Your Tasks This Week
Challenge note
Draft, on behalf of the Challenge Strategist, the invitation to the designated team members to be part of the 100-Day Team and to participate in the Start-Up Workshop. In the 100-Day Challenge language, this is called the “Challenge Note”. Please go over the Learning Deep Dive: Preparing the Challenge Note for more details on this.
Team members
Check in with the Challenge Strategist to see if she needs help recruiting team members. Offer to contact the prospective team members or their managers on her behalf.
Nudge on Note
Make sure the Challenge Note has gone out to the Team. If not, you need to take on a role that you should become very familiar in the coming weeks: “Nudger in Chief”. Find respectful yet firm ways to remind the Challenge Strategist of how important the Challenge Note is. Keep nudging until the Challenge Note is ready and has gone to 100-Day Team members. This activity may drag into next week.
Zoom with Team
You can indicate in the Challenge Note that you will organise a Zoom call or a meeting to answer questions 100-Day Team members may have about the process and the Start-Up Workshop. To prepare yourself for answering their questions, please review some of the Leaning Deep Dives from the last two weeks (the relevant ones are linked below for easy reference):
Strategic Context: GBVF in South Africa
Overview of 100-Day Challenges
Gallery of End GBVF 100-Day Challenges
Prep for Start-up Workshop
Also, go over the Learning deep Dive:Overview of the Start-up Workshop.This includes a section of questions that team members frequently ask about the Workshop and the 100-Day Challenge more generally, and suggested answers to these
Make sure the venue for the Start-Up Workshop has been booked and that it is as appropriate as possible. Download here a checklist about the venue and how it should be set up.
Meet with the Challenge Strategist or send her a note at the end of the week briefing her on progress on the above. This is part of helping her feel comfortable with you taking charge. She will appreciate that someone is sharing the burden with her!
Getting a Jump Start on Preparing Yourself for the Start-Up Workshop
Next week, you will spend most of the time preparing to facilitate the Start-Up Workshop. A few general Learning Deep Dives will help you at the Workshop and beyond. Please go over these this week if you can so you can concentrate next week on preparing yourself for the Workshop:
Your role as a Team Coach:This will give a holistic picture of your role as a coach. It includes the tasks you will do and the skills you will sharpen during the different phases of the 100 days.
Do No Harm: A practical guide on working with GBV victims and survivors while also taking care of yourself.
Also, it will be good to familiarise yourself with the Mentimeter survey tool that you can use at the Start-Up Workshop and at other workshops to do a live survey of participants and share their feedback with them. Please go over the Learning Deep Dive: Using Mentimeter in Workshops to get familiar with the tool and to set up an account, and prepare your first survey using the following feedback survey questions:
Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:
When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift?
When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
What was most surprising to you at the event?
What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
Where did the conversation get stuck? What got it unstuck?
How would you characterise the level of trust among participants in the meeting? To what extent did this shift as the meeting progressed? To what do you attribute this shift, if indeed it happened?
Thought starter...
Reflection Questions
Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:
When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift?
When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
What was most surprising to you at the event?
What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
Where did the conversation get stuck? What got it unstuck?
These are 100-Day Challenge Mentors.
They did some work before you received the Challenge Note. This included:
Writing the Challenge Note, and making sure that the leaders of all the organisations represented on the team are comfortable with it – and committed to supporting the work of the team
Helping the leaders of these organisation recruit you and your colleagues to the team
Gathering some baseline data and other information that will help you and your teammates set your 100-Day goal and develop your plan.
Making sure all the preparations are made for a successful Lift-Off workshop, when you and your teammates will meet and get your 100-Day Challenge started. This includes venue, facilitation support, food, swags, comms, travel arrangements and whatever else is needed.
Mentors will participate in all or part of the Lift-Off Workshop, mostly at the start to provide context and answer questions, and at the end to give you and your teammates feedback about the goal and plan you develop.
During the 100 days following the Lift-Off Workshop, here’s what the Mentors will do:
They will check in every two weeks with the team leaders to see how the team is doing and what support they and the team need.
They will keep other organisational leaders informed and engaged during the 100 days, and pull them in to help as needed.
They will participate in the last part of the Refuelling Workshop, halfway through the 100 days, to see what additional support the team needs, and to begin to plan with the team for sustainability and scale-up.
They will work with the team at the Sustainability Workshop to finalise recommendations on sustaining the results and building on the work of the team.
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