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

Week minus 4 – I am the 100-Day Coach, How Can I Help?
Overview of 100-Day Challenges
Strategic context: GBVF in South Africa
Developing a short list of Focus areas for 100-Day Challenges.
Week minus 3 -Engaging Leadership Stakeholders
Gallery of Ending GBVF 100-Day Challenges in South Africa
Ending GBVF Dashboard
Choosing a Focus for your 100-Day Challenge
Who should be on the 100-Day Challenge team?
Facilitation 101
Week minus 2 – Getting Everyone Ready for the Start-Up Workshop
Preparing the Challenge Note
Overview of the Start-up Workshop
Your role as a Team Coach
“Doing no harm” – Practical guidance on working with GBV survivors.  
Using Mentimeter in Workshops
Week minus 1 – Getting ready to facilitate the Start-up Workshop
Understanding our 100-Day Challenge
Setting our 100-Day Goal
Shaping our Team Agreement
Developing our 100-Day Work Plan 
Feedback and Close-out
Final Preparations for the Start-Up Workshop
Week 2 – Managing the first team meeting
Facilitation 101
Coaching Model for 100-Day Challenges
Week 3 – Sorting out data issues
Data Issues in 100-Day Challenges
Week 4 – Briefing the Challenge Strategist
Creating the Enabling Environment for 100-Day Challenges
Coaching the Challenge Strategist
Week 6 – Preparing for the Refresh Workshop
Using Mentimeter in Workshops
Overview of the Refresh Workshop
Week 8 – Briefing Leadership Stakeholders
Week 9 – Revisiting the data
Week 11 – Identifying potential future Team Coaches
Week 14 – Getting ready to facilitate the Scale-up Workshop
Shaping the way forward with the Challenge Strategist
Turbocharge Organisational Performance with 100-Day Challenges
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Week 3 – Sorting out data issues

Guiding & Coaching a 100-Day Challenge team (Team Coach) Week 3 – Sorting out data issues

Week 3

Sorting out Data Issues

This week, your mission is to ensure that the Team has it act together on the data front. It is something that many 100-Day Teams struggle with. So, special attention is required early on in the Sprint and throughout the 100 days. 

Your Tasks This Week

Your task is to organise a “data discussion” with the Team Leader, the data geek, and possibly other members of the 100-Day Team. The purpose of this is to examine four data-related matters, and to take actions related to these, as needed:

100-Day Goal Clarity

Make sure that the 100-Day Goal is stated in a way that makes it crystal clear whether, at the end of the 100 days, the Team can determine if the Goal had been achieved, surpassed, or not achieved. In principle, this should have been done at the Start-Up Workshop. But at times it is not. You may need to convene the Team and help them revisit this question and make sure that progress towards the goal can be measured during and/or at the end of the 100 days.

Baseline Data

Make sure that the Team is making all possible efforts to gather baseline data about the 100-Day Goal: what was the performance like before the 100-Day Challenge? This will enable the team to brag about the level of change and improvement it has been able to bring about during the 100 days.

Tracking Progress

It is risky to wait too long before knowing if the actions of the team are influencing the impact indicator that is built into the 100-Day Goal. The Team will need a way to know if interim results are being achieved. This way, if corrective action or new actions are needed, there is time to implement these during the 100 days. Ideally, progress towards the 100-Day Goal can be tracked weekly, or even daily, and a data chart is updated accordingly, with full visibility of the 100-Day Team and other stakeholders.

Adverse Effects

At times, people not involved in the 100-Day Challenge will complain that the progress made towards the 100-Day Goal was achieved at the expense of other priorities. Attention and resources were shifted away from other important areas. To preempt this criticism, it is important that the Team anticipates the possible adverse consequences, and tracks related impact indicators to make sure these are not adversely affected by the work on the 100-Day Challenge.

For examples on each of the four areas, and for some tips on how to guide the Team in these discussions, please go over the Learning Deep Dive: Data Issues in 100-Day Challenges

Weekly Assignment

Guide Content
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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.