Guiding & Coaching a 100-Day Challenge team (Team Coach)

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Shaping the way forward with the Challenge Strategist

Guiding & Coaching a 100-Day Challenge team (Team Coach) Shaping the way forward with the Challenge Strategist

Week 15

Shaping the Way Forward with the Challenge Strategist

The leaders made some decisions during the Landing Workshop. Here are ways you can support them to turn these decisions into action. 

The leaders decided to extend the 30-Day Challenge by a week or two.

The leaders committed to implement some of the recommendations of the team on ways to sustain the improvements that were made during the 30-Day Challenge

The leaders decided on the next next GBVF Maturity 30-Day Challenge(s) to get underway

Here are ways to support the leaders next week, to ensure each of these decisions turns into action

Extending the 30-Day Challenge by a week or two

  • Help the leaders, through the mentor, schedule a “Re-Landing Workshop” at the end of the agreed period. This will bring closure to the team.
  • Prepare the team for the Re-Landing Workshop. Use the same agenda and preparatory steps as the Landing Workshop. But adjust this to build on what was shared at the Landing Workshop.
  • Ask the mentor to follow up with leaders who committed to support the team in implementing its Last Sprint Plan. 

Commitments to implement "sustaining recommendations "

  • Follow up with leaders who have signed up as “owners” of each recommendation, and make sure they are clear on the action that needs to be taken. Offer to support them.
  • Encourage the leadership to include an update on “sustaining the gains” in their monthly management meetings. 
  • Help leaders put in place mechanisms to continually track the impact indicator that the team focused on: e.g. # of staff members coming forward to file a complaint about a GBV related offense. 
  • Encourage the communications or human resources department to include updates on the issues addressed in the 30-Day Challenge and related stories in employee newsletters, and similar venues. 

Decision on the next GBVF Maturity 30-Day Challenge(s)

  • Make sure a Mentor and coach is assigned to each 30-Day Challenge that will be launched. The team leader is a natural choice for becoming a coach. 
  • Organise an orientation session for mentors and coaches, so you can share your experience and hand-off the baton to them. As part of this, introduce them to the online learning platform, and share with them the ‘advice to future 30-Day Challenge Teams prepared by your team (and possibly other teams)
Close-out discussion with the team leader

Set up a time for a “close out” session with the team leaders. Here are topics to cover during this session:

  • Feedback on the Landing 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 Challenge process, and becoming a team coach for future 30-Day Challenges
  • Agree on a time to check in with them in 2-3 months to get their perspective on progress on the sustainability front.
Debrief with the Mentor

Set up a time to talk with the mentor, debrief and discuss the way forward. Here are topics to cover during the debrief:

  • 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 mentor to the team, with a cc to their managers. Try to highlight specific contributions of the team, so it is not a generic note. You can use some of the things that emerged at the Landing Workshop in this. 
  • Where appropriate, ask the mentor to send private messages to managers of specific team members who shined during the 30 days. Praise them.
  • Discuss how you can help the mentor with the Amplification discussion and decisions the leaders will need to make

Weekly Assignment

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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.