Reflection and report

Reflection and report


Setting the Stage for Your
30-Day Challenge

To get your organisation ready for its GBVF maturity 30-Day Challenge, you will need three things:

  1. Designated team of 4-10 people, selected carefully based on the particular issue you are planning to focus on
  2. Someone in the organization who can guide this team about the 30-Day Challenge Process
  3. Buy-in from your colleagues in leadership positions about the value of investing some organisational resources in the topic (GBVF) and the process (30-Day Challenges.  

Here are the steps to do this.

Step 1.  Review the results of the Health Check Survey, and decide on a short list of “areas of improvement” to focus on. This should not exceed 5 areas, each corresponding to a behavior, practice, or policy in the Survey. 

Step 2.  Convene your peers in the organisation (other leaders), and brief them about the idea of the GBVF 30-Day Challenge. You can show them the videos in the introduction section.  Once you have answered questions they may have, decide with them on three things:

  • Decision 1: Which of the short list areas for improvement to focus on?
    • There is no right answer here, but it would be good to engage other leaders in making this decision. This will create buy-in.
    • If there is no general agreement on one area, resort to voting (giving each leader 2 or 3 votes to cast)
  • Decision 2: Based on the above, who should be on the team?
    • Remember, keep this small (4-10 team members).
    • You will find here some guidance on attributes of team members (download – or click through)
  • Decision 3: Who to designate as a coach to support the team? See here attributes of the 30-Day Challenge coach.
    • Once you have made this decision, you can customize the attached note and send it to the coach. (ALRIEN – WILL CREATE DRAFT OF LETTER FROM HEAD OF ORG TO COACH)
    • The Coach will complete their own online 30-Day Challenge training Course to prepare them for supporting the team. 
  • Decision 4: Lift-Off date of the 30-Day Team.
    • This needs to be a one-day workshop where all team members, and the Coach, are available and fully focused on the 30-Day Challenge.  
    • Ideally, this should be scheduled as soon after Step 2 as possible, but no later than 3 weeks after it.  

Step 3. Send a Challenge Note to the team members, inviting them to be on the team and to participate in the Lift-Off Workshop.

  • See here for a template that you can customize and build on. 

Once you completed Step 2, please share here the following:

Selected Area of Improvement: 

Coach: 

Name: ______________________;  Position in the organization: ___________________

Email: ____________________________; WhatsApp number: ____________________

Once you completed Step 3:, please upload the Challenge Note. 

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.