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

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Turbocharge Organisational Performance with 100-Day Challenges

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

Turbocharge Organisational Performance with 100-Day Challenges

You can use 30-Day and 100-Day Challenges to inspire innovation and collaboration and to make progress on issues that go beyond gender-based violence in your organisation. 

Government agencies have used this approach to improve service delivery and to accelerate progress towards long term visions and goals. The Government Accelerators Program of the UAE, for example, has 100-Day Challenges as its core philosophy and approach. 

Non-profit organisations have used 100-Day Challenges to jump-start and accelerate progress on their programs. This was done in a variety of sectors and countries, including homelessness in the US, health care in the UK, and education in Lebanon. 

Private sector corporations have used 100-Day Challenges to experiment with new ways to increase revenue, reduce costs, develop new products, and acquire new customer segments. Perhaps the most dramatic example of this took place in an insurance company in the US, where a highly profitable $3 billion new business line was built from the ground up, using 100-Day Challenges. 

The video below describes this in more detail, including how 100-Day Challenge projects got integrated into the strategy and operational planning cycle of the organisation. 

The World of Impact team has been at the core of all the examples mentioned above. There are WOI training programs especially tailored to support leaders interested in adopting and adapting the 100-Day Challenge approach to strengthen the culture of collaboration, innovation, and execution in their organisations. 

Please email us if you are interested in learning more about this. 

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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.