Week Minus 1: Final Touches Before Start-Up of the 100 Days
Week Minus 1
Final Touches Before Start-up of the 100 Days
Next week, you will participate in the Start-Up Workshop. This will be an opportunity to begin to create the enabling environment for the 100-Day Team. Soyour main task this week is to get in the proper frame of mind for this.
Tasks This Week
To help you get in the right frame of mind, please go over the following Learning Deep Dives:
Overview of the Start-up Workshop: This will cover the overall objectives and agenda of the Workshop.
Challenge Strategist’s Role in the Start-up Workshop:This includes guidance on the two agenda segments where you will play a major role. It also includes a list of questions that might come up at the Workshop – and suggested answers to these.
GBVF – Do No Harm: You may be interacting with GBV survivors at the Start-Up Workshop next week and also during the 100 days following that. This Deep Dive will help you avoid inadvertently triggering trauma for survivors.
Creating the Enabling Environment for 100-Day Challenges: This will provide an overall framework for one of your hats as a Challenge Strategist: The Curator. It also explains what makes the experience of 100-Day Teams unique and why these teams perform at very high levels.
Apart from getting in the right frame of mind, please check with the Team Coach and make sure that they have reviewed the Deep Dive on Facilitating the Start-up Workshop and is ready to guide the team during the Workshop and also that he is on top of the last minute preparations for the Workshop:
Finalisation of the 100-Day Team Members.
Making sure the team members received the Challenge Note.
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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