100-Day Challenges for Team coaches

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Shaping our Team Agreement

100-Day Challenges for Team coaches Week minus 1 – Getting ready to facilitate the Start-up Workshop Shaping our Team Agreement

Shaping our Team Agreement

Now that the team has set their goal, you will help them to create a team agreement. This is intended for and addressed to the Team Coach. But it could be used by anyone leading this segment of the agenda.

Purpose of this agenda item: The 100-day Team is a self-managed “organisation” with a lifespan of 100 days. The Goal they just set defines the organisation’s mission. Like every organisation, it is important to have a structure, a management rhythm, and “ground rules” on how team members interact. This begins to happen in this part of the Start-Up Workshop .The facilitation process has two steps. 

 Process time: 30 min

Step 1: Electing Team Leader

Share the Team Leader Role
  • Helps the team stay organised and focused on the Goal
  • Coordinates, as needed, with the Challenge Strategist
  • Leads weekly team meetings 
Elect the Team Leader

Let Team members know that they will practice self-governance for 100 days. Part of this is electing their own Team Leader. Ask each Team member to submit 1 or 2 names on a post-it note (they can nominate themselves). Count the votes discretely and ask the selected leader if he or she accepts. Announce and celebrate. 

Step 2: Develop the Team's Operating Agreement

Develop a Team Operating Agreement to help establish how the team will work together. Ask the team to decide on the questions in the slides.

Before the team discusses the first question about roles, explain to the team what is expected from each role:

  • Data Geek: Updates performance data in the goal tracker.
  • Storyteller: Coordinates with the World of Impact communications team to relay the team’s stories of success and struggles. 

The Team Leader can begin to take charge at this point, and she can ask specific team members if they would like to play each of these roles.  

Example of the “working together” part of the team agreement.

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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?
  • 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.