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 9 – Revisiting the data

Guiding & Coaching a 100-Day Challenge team (Team Coach) Week 9 – Revisiting the data

Week 9

Revisiting the Data

Meet with the Team Leader

You want to help the Team Leader harvest the momentum generated at the Refuelling Workshop. Set up a time to debrief, within a few days of the workshop. In preparation for this, ask the Team Leader to draft a note to the team summarising the highlights of the workshop and the decisions made. Make your own notes about these and use these to give feedback to the team leader on his or her note. 

Make sure this follow-up note goes out to the team within a few days of the Refuelling workshop.

Here are the other topics to cover with the Team Leader during the debrief: 

  • Give feedback to the Team Leader on his/her facilitation of the sessions they led.
  • Solicit feedback from them 
  • Discuss the support they will need from you during the second half of the Challenge. How often do they like you to participate in team meetings? Etc.
Meet with the Challenge 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
  • Initial ideas related to sustainability, especially as they relate to things that can be done in the second half of the Challenge.
  • Steps to engage other leaders in preparing for sustainability
  • Key messages to communicate to other leaders, to brief them on the progress  of the team, and elicit their participation in planning for sustainability
Work session with the Team 

Towards the middle of the week, set up a 2-hour work session with the team to help them prepare for the Landing Workshop the week after (Week 7):

  • Prepare a creative “show & tell” about their achievements and experiences – so they present this at the Workshop.
  • Decide on what to recommend to Leaders at the Landing Workshop. 

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.