Current Status
Not Enrolled
Price
Closed
Get Started
This landmark is currently closed

Team Leader role in a 30-Day Challenge

You were elected as Team Leader at the Lift-Off Workshop.   Congratulations.

Let’s review the role and attributes of a Team Leader before we jump into more detail and guidance on your role.

Roles

  • Team meetings – the team leader is responsible to organise and run the team meetings.

  • Communicate with Mentors and Team coaches regularly.

  • Manage team dynamics and help team members stay focused and engaged

  • Provide overall project management.

Attributes

  • Passionate about the topic but has a flexible view of the problem or solutions.
  • Able to stand back and let others (with less influence) make decisions: humble & self-aware.  Do not micro-manage or dictate.
  • Has genuine respect for and confidence in other team members (and generally in individuals lower in the organisational hierarchy). 
  • Able and willing to wear a system-wide hat during the 30 days rather than their “day-job” hat.
  • See this opportunity as part of developing leadership skills and exercising these skills.

The topics in this Guide give you guidance on each of these tasks and they will prepare you for the role of 30-Day Challenge team leader.  But before diving in we suggest that you go through the 30-Day and 100–Day Challenge Introduction, so you put these guidance notes 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.