Mentor role

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100-Day Challenge Mentor

You have volunteered to be a mentor to one of the 100-Day Challenge Teams or maybe you were elected by your peers to the role…

Quickly review the information (slide) that were used to describe the role of mentor. 

Mentor role

Roles

  • Curator of the experience of the teams during the 100 days.
    • Blocks interference and meddling from other leaders.
    • Encourages risk-taking and experimentation.
    • Shows curiosity and appreciation for the work of the team.
  • Coach & role model for team leaders, helping them lead with confident humility.
  • Custodian of the Challenge Note: Ensures that the team operates within the framework set out by the leaders.
  • Connector of the team with other leaders and stakeholders to mobilise support as needed.

Attributes

  • Passionate about the topic but has a flexible view of the problem or solutions.
  • Respected by others as a neutral player who can put the collective’s interest ahead of their own organisational interest.
  • Able to stand back and let others (with less influence) make decisions: humble & self-aware.
  • Has genuine respect for and confidence in team members (and generally in individuals lower in the organisational hierarchy). 
  • Able and willing to wear a system-wide hat during the 100 days (representing all leaders) rather than their organisational hat.

It’s a good start. But there are probably many questions on your mind:

  • Why exactly is this role needed? After all, the team will have a trained coach – a 100-Day Challenge Ambassador – to guide them.
  • What are my prerogatives in this role? What decisions can I make? 
  • How do I assess the degree of my success in playing this role? 
  • What are the minimal things I need to do to fulfill my obligations in this role? 
  • If I have the time and passion to do so, what additional things can I do to help? 
  • What skills will help me play this role effectively? 
  • Who do I turn to if I need guidance and help fulfilling this role? 
  • What might I personally gain from my experience in the role, and how can I maximise my chances of making these gains?
  • What is expected of me at the Lift-Off Workshop?
  • What is expected of me at the Refuelling Workshop?
  • What is expected of me at the Landing Workshop?

The lessons in this Course track these questions.  But before clicking on the questions that intrigue you the most, we suggest that you go through the 100–Day Challenge Introduction Course, so you put these lessons in their proper context. Click the button below to jump into the Introductory Course.  

We’ll see you back here after you had gone through the Intro Course…

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.