Multiple Hats the Challenge Strategist
Multiple Hats of the Challenge Strategist
Challenge Strategists wear multiple hats during the 100-Day Challenge – alongside the role of the overall strategist of the Challenge (what to focus the Challenge and who to deploy to tackle it). These four additional roles are outlined below, with some guidance on each.
Curator of the experience of the Team during the 100 days, creating the enabling environment for Team members
Coach & role model for the Team Coach and Team Leader, helping them reinforce the enabling environment for the Team
Custodian of the Challenge: Ensuring that the Team operates within the framework set out by the leadership stakeholders in the Challenge Note
Connector of the Team with other leaders and stakeholders, and mobilising support as needed.
Let’s examine each of the above ‘C’s and offer tips on indicators you can use to assess your success in that particular role.
Curator
of the experience of the Team during the 100 days
- Blocks interference and meddling from other leaders.
- Encourages risk-taking and experimentation.
- Shows curiosity and appreciation for the work of the Team.
Positive indicators
- Team members take initiative and try out new ideas.
- Team members from different organisations/departments work together seamlessly.
- Team members hold each other accountable for the commitments they make.
Worrisome Signs
- The Team Leader frequently reaches out to you to ask permission to do things.
- Other leaders jump in to give directions to the Team.
Coach and role model
to the Team Leader
Positive indicators
- Team Leader reaches out to you for advice and guidance.
- Team Leader expresses appreciation for the role you are playing.
- Team Leader is growing and developing as a leader who empowers others on the Team.
- Team Leader asks you for feedback after meetings you participate in.
Worrisome Signs
- Team Leader does not feel comfortable sharing with you issues and difficulties. Their answer is always: “All is fine”.
- Checking in with the Team Leader is a chore that you dread. It is filled with awkward silences.
Custodian
of the Challenge
Positive indicators
- Team Leader refers back to the Challenge Note during the 100 day sprint.
- Team is tracking and reporting not only on the performance indicator in the 100-Day Goal but on other things that could be adversely affected by the intense focus on the Goal.
- Team members are beginning to think about how the work will be sustained beyond the 100 days.
Worrisome Signs
- Other departments and/or organisations are complaining that their issues are not getting enough attention, and that all the resources are being diverted to the areas the Team is focused on.
Connector
of the Team with other leaders and resources
Positive indicators
- Other leaders are showing interest in the 100-Day Challenge and reaching out to you for updates and offers to help.
- Team members are getting positive feedback from their managers/leaders about participating in the 100-Day Challenge.
Worrisome Signs
- Team members are being pulled away from their 100-Day Challenge commitments by their managers/leaders.
- You are the only advocate for the 100-Day Challenge in leadership forums.
Role of Challenge Strategist vs. Role of Team Coach
The 100-Day Team operates outside the existing organisational accountability structures. It is commissioned by a group of leaders who typically represent multiple organisations. So, the 100-Day Team is accountable to this group of leaders.
But we all know how hard it is to have multiple people to be accountable to. This is why, in 100-Day Challenges, the group of leaders that commissioned the 100-Day Team ask the Challenge Strategist to represent them vis-a- vis the Team. So the Team has a single point of accountability.
The Coaches, by contrast, are designated b the Challenge Strategist to guide the Team through the 100-Day Challenge race.
The Coach does not represent the Challenge Strategist or the other leadership stakeholders. Their role is to guide and support the 100-Day Team and to advise the Challenge Strategist about their role during the 100-Day race.
So there is an accountability relationship between the 100-Day Team and Challenge Strategist. The Team, or the Team Leader, “reports” to the Challenge Strategist.
However, it is important to note that one of the reasons that 100-Day Challenges are so impactful is that they involve a very unique way to handle power within and between organisations. So even though the Challenge Strategist is in a position of power vis-a-vis the Team, the 100-Day Challenge is an opportunity for the Challenge Strategist to practice “power with” and “power through” the Team versus “power over” the Team.
This is what we refer to as leading from a place of “confident humility”.
So the two roles are different, and both are important and needed. More often than not, both Coaches and Challenge Strategists provide support to the Team (and especially the Team Leader).
At times, the Coach will advise the Challenge Strategist to play a heavy-handed role with the Team if, for example, Team members start drifting away from their 100-Day Goal. This heavy-handed role cannot be played by the Team Coach, as the Team does not report to the Coach.
