Overview of the Start-up Workshop
Overview of the Start-Up Workshop
The Start-Up Workshop Kicks Off the 100-Day Sprint
The Start-Up Workshop is the official Start of the 100-Day Challenge sprint. It is the transformative moment where a group of individuals — often from different departments, organisations or backgrounds — commits to becoming a high-performance team.
From “Direction” to “Destination”
Think of the Challenge Note you sent earlier as the general direction of the race. The 100-Day Goal set during this workshop is the precise destination. By the end of this session, the team will have:
- A Precise Destination: A laser-sharp 100-Day Goal.
- A Roadmap: A 100-Day Work Plan detailing how to get there through experimentation.
- Rules of the Road: A Team Operating Agreement that defines how they will govern themselves.
Day ONE of the 100-day race begins the very next morning.
Deep Dive Video
The Three Critical Outputs
Outputs
To stay out of “business as usual” mode, the team must walk away with three specific tools:
A 100-Day Goal
A “SMURF” goal (Strategic, Measurable, Unreasonable, Results-focused, Fast) that creates a sense of urgency.
A 100-Day Plan
A roadmap that prioritizes action and experimentation over endless analysis.
Team Agreement
A set of self-governance rules that ensure every voice is heard and every member is accountable.
Signs of a Successful Start
How do you know the workshop worked? You have the key outputs but also look for these “soft” signals:
- Energy Shift: Team members move from being “anxious” to “eager.”
- Connection: You see participants appreciating each other’s unique skills.
- Ownership: The team speaks about “our goal” and “our plan” – rather than what others want us to do.
The Agenda : A "Working Session" Vibe
Unlike traditional government workshops, there are no long speeches. The atmosphere should be informal, interactive, and high-energy.
Opening
The Challenge Strategist answers questions about the Challenge Note.
Unique Methodology
Explaining why the 100-Day Challenge is different.
Goal Setting
The team debates and sets its specific target.
Team Agreement
Shaping how they will work together.
The Work Plan
Mapping out the immediate next steps.
The Blessing
The Challenge Strategist returns to give feedback and—hopefully—their full support to the plan.
The Coach’s Cheat Sheet: Handling FAQs
As a coach, you may be put in the “Hot Seat.” These are questions Team members may ask before or at the Start-up Workshop. Use these responses to keep the team in the driver’s seat:
What do you think the 100-Day Goal should be?
“This is up to you, the 100-Day Team. My role is just to ensure it is aligned with the Challenge Note and meets the ‘SMURF’ criteria “
Who will be at the Start-Up Workshop?
“The Team and the Coach. The Challenge Strategist will be there at the start to answer questions about the Challenge Note, and she will be there at the end to give feedback on the 100-Day Goal the Team set and the 100-Day Plan the Team developed.”
What preparations do we need to do for the Start-Up Workshop?
“Read the Challenge Note, and bring your questions about it to the Workshop.
Talk to your colleagues about the focus of the 100-Day Challenge, and solicit their perspectives about the issues and potential solutions.
If there is data about the focus area that describes past or current performance, bring this with you to the Workshop.”
Could I send someone from my department to represent me, as I may not be able to free myself up for the whole day?
“No. If you miss the Start-Up Workshop, it will be very difficult for you to rejoin the 100-Day Team. In fact, the group of people invited to the Workshop become a team during the Workshop.”
Who is the Team Leader?
“The Team Leader will be elected by the 100-Day Team, at the Workshop.”
What happens after the 100 days are over?
“The work of the Team will be done. But work will continue to ensure that the impact the Team makes is sustained and is replicated. This will be the responsibility of the Challenge Strategist. Some Team members may continue to be involved, but this will be determined with the Challenge Strategist towards the end of the 100 days.”
What if we are not able to make any progress on the Challenge?
“Success is measured by collaboration, innovation and persistance. Even if the needle doesn’t move far, the insights and learning you gain about why the problem exists are incredibly valuable.”
“100-Day Challenges are by design really tough to tackle. A 100-Day Team that collaborated, innovated and persisted despite the setbacks must be viewed as successful, even if little progress is made towards the goal they set. In these situations, the value of the work done by the 100-Day Team will be in the learning and insights gained about the focus area of the Challenge.”
Can we implement idea X (specific idea) during the 100 days?
“It is up to the Team to decide on this. The Challenge Note provides guidelines and guardrails. Please be mindful of these. And if in doubt whether an idea is OK to implement, consult with the Challenge Strategist after you have developed your 100-Day Plan.”
What extra resources will we have?
“To the extent possible, use your existing resources. If additional resources are needed or need to be allocated, you can make a case for this to the Challenge Strategist when you present your 100-Day Plan at the end of the Workshop.”
What is our budget?
“If the 100-Day Plan the team develops requires a budget, the Team will need to raise the funds for it, with support of the Challenge strategist of course.”
What if you don’t know the answer?
Why this Workshop Changes Everything
Research shows that teams get things done because they trust, rely on, and encourage one another. Most “groups” in business or government lack a shared, urgent goal.
By the end of this workshop, the group officially becomes a 100-Day Team. They leave with a commitment to each other and to the community. You aren’t just managing a project; you are building a culture of high-performance public service.
