Why do this? Get Team members ‘off their feet’ and talking early on in the workshop. The session will (hopefully) build up Team confidence in achieving their 100-Day Goal, and it will generate useful ideas on increasing the odds of success.
Welcome and Objectives of Workshop
Welcome everyone back and share the objectives and agenda of the workshop. For the warm-up exercise, use the 1-2-4 All exercise (See video below) to discuss the following questions:
What was a pleasant surprise about working on this Team?
What was a not-so-positive experience working with this Team?
What made you a little uncomfortable?
Progress
To get into a positive spirit, ask each team member to share 2-3 things the team did that helped make progress towards the goal. These could be post-it notes or just sharing.
Confidence Vote
Ask each team member to do a vote of confidence on the 100-Day Goal (It is best to ask them to pick a number and reveal this at once on post-it notes, or use a Mentimeter survey)
1 = “no way in hell, no chance to reach our goal”
5 = “100% sure we will achieve this.”
Discuss differences: Use the votes to ask probing questions and facilitate a conversation among team members:
What makes you feel so confident?
Why are you so pessimistic?
What would it take to push your confidence up by 1 or 2 points?
What will need to happen in the next two weeks to move your vote above 4? (Have someone capture these ideas on the flip chart. They will come in handy to strengthen the plan.)
Changes to the Goal
Depending on the votes and the discussion, ask whether we can proceed with the goal, whether we should nudge it up ”to keep things exciting and challenging,” or whether we need to shift it down. Then let the team know that we will revisit these ideas when we sharpen our workplan.
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.
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