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Team Member’s role in 30-Day Challenge

You were selected by leaders to be a member of a 30-Day Challenge team, and your first session with the other team members will be at the 30-Day Challenge Lift-Off Workshop. 

This guide will help you prepare for playing your role effectively, at the Lift-Off Workshop and throughout the 30 days and beyond. 

Here are some questions you may have at this point…

  • What is a 30-Day and 100-Day Challenges? And how is this different from other projects? 
  • What happens at the workshops and how do I prepare for it? What other workshops will I participate in? 
  • What is expected of me during the 30 days following the Lift-Off Workshop?
  • What if my team does not achieve it’s 30-day goal?
  • What are things that could go wrong during the 30 days, and how do I prepare myself for these? 
  • Where can I go for guidance and support during the 30 days?
  • What happens after the 30 days are over? 
  • What’s in it for me as a participant in this process, besides contributing to the critical work of ending GBVF? s

The topics of this Guide are organised around the above questions: each of them is a guidance note. Before clicking on the question that intrigues you the most, there is a quick introduction to the 30–Day and 100-Day Challenge approach so you can put these questions in their proper context. 

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.