Minimal expectations of me?


Minimal expectations of me?

You are really busy. You regret having accepted the nomination to be a Mentor. But you nevertheless do not want to let down the other leaders and the team. What are the minimal things you need to do to fulfill the role?

Show up at the start and at the end of the Lift-Off workshop. Just being there sends a signal that what the team is doing is important! Encourage the team at the workshop, and ask them questions that come from a place of genuine curiosity – e.g. “How did you all decide to set the goal at 80% and not 60% above the baseline?” For more guidance on this, review the Lesson: Mentors at the Lift-Off Workshop. 

Call, email, or WhatApp the Team Ambassador/Coach once a week, and ask them how the team is doing. 

Call, email, or WhatApp the Team Leader once every two weeks and ask him/her/them how they are doing and what you can do to help.

Once a month, send a note to the other leaders who were invited to the Leadership Design session and let them know how the team is doing, perhaps mentioning something that you were particularly impressed by. The Ambassador can help you draft this short note. 

Show up at the Refuelling workshop, at the time suggested by the Ambassador, and follow the guidance that the Ambassador provides. For more guidance on this, see the Lesson: Mentors at the Refuelling Workshop.

Show up at the Landing Workshop, and engage with the team especially around the ideas for sustaining and expanding the effort. The Ambassador will provide you with tips and ideas. For more guidance on this, see the Lesson: Mentors at the Landing Workshop.

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.