The leaders made some decisions during the Scale-up Workshop. Here are ways you can support them to turn these decisions into action.
The leaders decided to extend the 30-Day Challenge by a week or two.
The leaders committed to implementing some of the recommendations of the team on ways to sustain the improvements that were made during the 30-Day Project
The leaders decided on the next next GBVF Maturity 30-Day Project(s) to get underway
Here are ways to support the Project Sponsor and leaders next week, to ensure each of these decisions turns into action.
Extending the 30-Day Project by a week or two
Help the leaders, through the sponsor, schedule a “final” Scale-up session at the end of the agreed period. This will bring closure to the team.
Prepare the team for this Workshop. Use the same agenda and preparatory steps as the Scale-up Workshop. But adjust this to build on what was shared at the initial Scale-up Workshop.
Ask the sponsor to follow up with leaders who committed to support the team in implementing its Last Sprint Plan.
Commitments to implement "sustaining recommendations "
Follow up with leaders who have signed up as “owners” of each recommendation and ensure they are clear on the action to be taken. Offer to support them.
Encourage the leadership to include an update on “sustaining the gains” in their monthly management meetings.
Help leaders put in place mechanisms to continually track the impact indicator the team focused on, e.g., the number of staff members coming forward to file a complaint about a GBV-related offence.
Encourage the communications or human resources department to include updates on the issues addressed in the 30-Day Project and related stories in employee newsletters and similar venues.
Decision on the next GBVF Maturity 30-Day Projects
Make sure a sponsor and a coach are assigned to each 30-Day Project that will be launched. The team leader is a natural choice for becoming a coach.
Organise an orientation session for the sponsors and coaches so you can share your experience and hand off the baton. As part of this, introduce them to the online learning platform, and share with them the ‘advice to future 30-Day Project Teams’ prepared by your team (and possibly other teams).
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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