Given the Focus of our 30-Day Project, the first question to address is which departments, or functions need to be represented on the team. For the GBVF maturity 30-Day Project, please consider the following:
Individuals with direct responsibility for the selected focus area: e.g. human resources; compliance; union rep; legal department; nurse or health worker.
Individuals passionate about the focus area: e.g. Organiser of related support group or clubs; gender activists; etc.
How to Build the Right Team
The next question is who from each department to ask. Below, you will see a short video on how to build the right team and a list of the attributes of 100-Day Challenge Team Members. These are the same for 30-Day Project Teams, except that these can be 4-8 team members instead of 8-12.
Bear in mind that it is important to select team members who are actually “close to the ground” and have firsthand experience with the issues and potential solutions. So, where possible, err on the side of individual contributors and first-line managers versus more senior individuals. Here’s a fun diagram that illustrates why this is important: “The Iceberg of Ignorance.”
The video dives deeper into the Iceberg of Ignorance, and it makes the case for leading with “confident humility.”
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.
Login
Accessing this learning programme requires a login. Please enter your credentials below!