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

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Data Issues in 100-Day Challenges

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

Data Issues in 100-Day Challenges

In order for the team to be able to set a meaningful 100-Day Goal that represents significantly higher performance, it would be useful for them to know the baseline performance of the Impact Indicators they are being asked to focus on.

Building on the work done in the 100-Day Challenge, Challenge Strategists and Team Coaches might be able to help the Team by gathering as much of this information as possible before the Start up Workshop.

In addition to gathering baseline information on the targeted Impact Indicator, it would be useful to gather baseline information on related performance areas that the team’s work may impact. 

For example, if the focus is on improving response time to calls to the police related to gender-based violence, it would be useful to have baseline information on response times to other types of requests. These can be tracked during the 100 days to see if they are negatively impacted by the attention placed on GBV-related calls.

These possible unintended consequences could be flagged to the team in the Challenge Note.

For example… “We would like you to focus on improving response time to gender violence-related calls to the police departments. And we would like you to do this in ways that do not adversely affect the response time to requests for help from the police on other serious crimes.”

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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.