Week 5: Facilitate the Scale-up Workshop + prepare for Shaping the Way Forward
Week 5
Facilitate the Scale-up Workshop & Prepare for Shaping the Way Forward
You can breathe a sigh of relief. You have successfully guided the team through its 30-Day Project. Now is the time to celebrate and share the recommendations and lessons learned at the Scale-up Workshop. At the Scale-up Workshop, the Team Leader will pass the baton back to the Sponsor and leaders to carry the work forward.
Your Mission This Week
Facilitate the Scale-up Workshop
Your main mission is to ensure the Scale-up Workshop is successful. You have reviewed the suggested slides and facilitation guide last week, but just in case you missed them, we are including them here.
We suggest that you do the Scale-up Workshop early in the week. This way, you can schedule debriefing sessions with the Team Leader and Project Sponsor later in the week. You can also have one combined meeting with both.
Do a few last checks –
Project Sponsor – Ready for their role in the workshop and the decisions the leader needs to make on the Way Forward.
Workshop logistics
For easy reference, we included the Learning Deep Dives from last week in case you need a quick refresher:
Set up a time for a “close out” session with the team leader. Here are topics to cover during this session:
Feedback on the Scale-up Workshop.
Appreciation for the role they played throughout the 30 days.
Solicit suggestions for improving the process.
Test their interest in learning more about the 30-Day Project process and becoming a team coach for future 30-Day Projects.
Agree on a time to check in with them in 2-3 months to get their perspective on progress on the sustainability front.
Meet with the Sponsor
Set up a time to talk with the sponsor to debrief and discuss the way forward. Here are topics to cover:
Their impressions and takeaways from the workshop
Review the sustainability and scaling recommendations. Based on these, decide on the best way to move forward.
Prepare a draft thank-you note from the sponsor to the team, with a cc to their managers. Try to highlight specific contributions of the team members, so it is not a generic note. You can use some of the things that emerged at the Scale-up Workshop in this.
Where appropriate, ask the sponsor to send private messages to managers of specific team members who shined during the 30 days. Praise them.
Discuss how you can help the sponsor with the Scale-up discussion and the decisions the leaders will need to make
Preparing for the last week (Week 6)
Next week, you will prepare a short Project close-out report for your manager and the other Leaders in the organisation. You can download a template below to help you get started after debriefing with the Team Leader and Project Sponsor. Please upload the report in next week’s assignment section.
Begin to sketch out the unique story of this 30-Day Project team:
What are the “memorable moments” of the team? These could be moments of success or moments of great difficulty.
For each of these moments, fill in the structure of a story that makes the team’s experience as vivid as possible.
Decide how best to bring each story to life: this could be through a short video in which the protagonists describe the experience, a news article or blog post with quotes from the protagonists, or another way to memorialise this team’s experience.
To help you with this, here is a Deep Dive: Telling the team’s 30-Day Project Story.
The organisation’s leaders now have the responsibility to follow up on the decisions made at the Scale-up Workshop to honour the team’s work.
You still have a little work to do to help them translate their commitment into action. The deep dive below helps you do that.
Supporting the leaders to Amplify
While you tie up loose ends in the last week or two, there will also be a section that aims to provide some closure to your experience as a 30-Day Project coach and to invite you to continue your learning journey.
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.
Login
Accessing this learning programme requires a login. Please enter your credentials below!