A 100-Day Challenge is not easy, and you will encounter bumps on the team’s journey, and there is not much time to mitigate or fix them.
Your Task This Week
This week, your task is to pay special attention to the Team’s energy, motivation and focus on their 100-Day Goal. You can then coach the Team Leader on how to maintain the focus and energy of the team. Of course, it would be good to keep an eye on this throughout the 100 days, but make it your special focus for this week.
There is a certain arc to the energy level of the 100-Day Team. Team members leave the Start-up Workshop with a lot of enthusiasm and energy. A few weeks into the 100 days, obstacles begin to emerge, and some Team members begin to feel discouraged.
Take a pulse check of the Team
It is best to do this by calling each Team member and asking them how they are doing, how they are feeling about being part of the Team, and what suggestions they have to make the experience more fun and engaging for them and more impactful for others.
Let the Team Leader know that you will be doing this. And interview her first. Things will come up during these calls, and you will want to debrief with the Team Leader after the calls and coach her on how to handle issues that you heard about on the calls.
For guidance on this, please go over the Learning Deep Dive: Bumps on the Track.
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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