What exactly is the role of a team member?

What exactly is the role of a team member?

What is expected of me during the 100 days following the Lift-Off Workshop?

You have been selected as a team member 100-Day Challenge by leaders in your community

The good news is that now you have you have partners in the team leader, Ambassador and team coaches who can guide you.  You as the team are now in the driver’s seat, and the Ambassador and team coaches are your advisors and support. 

In the 2-3 weeks after Lift-off, the team members:

  • Completes the work plan that you worked on at the Lift-off workshop. 
  • Develop a way to track progress against your goal, and actually start tracking this.
  • Sets the rhythm for the weekly team meetings by attending the first meeting, a week or so after the Lift-off Workshop.
  • Communicates with others outside the team who need to be informed about the goal and the highlights of the plan, either directly or through the team leader or the mentors.

During the 100 days of Implementation (Exploration Phase)

The main tool that the team leader uses to keep the team motivated and focused is the weekly team meeting. The team leader prepares for this, sets the agenda, facilitates the meeting, and follows up as needed on decisions and tasks that are decided on. The team leaders need to keep an eye on both the outcomes and the process during team meetings. See text block below for more details.

OUTCOMES

  • Ensure that the team remains focused on the goal: start each team meeting by reviewing the chart developed for tracking progress towards the goal.
  • Manage the work plan: review with the team progress against action steps, and support team members who are falling behind on the assigned actions.  
  • Push the team to think of new ideas to experiment with to increase the odds of achieving the goal.  

PROCESS

  • Ensure that the team is living into the behaviours and commitments they made to each other in their Team Agreement.
  • Keep an eye on team energy – and find creative ways to keep the engagement and the energy levels high (e.g. bring cookies to meetings -:)
  • Keep an eye on the dynamics between team members, and intervene where needed to surface conflicts and ‘name tensions’, and to help the team deal with these effectively.  

The team leaders have a lot on their plate… 

The role of team members are to help them to be successful at it. 

After you go over the role team members with the team leader and Ambassador, you can together decide where their support is most needed. The more you as team members are willing and able to take on, the better. But it is OK if you ask for help from the team leader and other team members.

Weekly team meetings

Weekly Team Meetings are a key tool for the team to stay focused and on track. Here’s a typical agenda of weekly team meetings.

What is the time commitment of team members

To succeed in the role, team members need to dedicate time to learn about the role and to practise it. If they are part of an organisation, they need the support of their managers so they can dedicate time for this. This includes the following time commitments:

  • Participate in the Lift-off workshop – 1 day

Lift off

Total days – 1

  • Attend weekly meetings – 1 hour/week
  • Implement the work plan
  • Support team leader and other team members

Day 1 to 50

Total days – 4 days

  • Participate in the Refuelling Workshop.

+/- Day 50

Total days – 1

  • Attend weekly meetings – 1 hour/week
  • Implement the work plan
  • Support team leader and other team members

Day 5 to 100

Total days – 4 days

  • Participate in the Landing Workshop.
  • Communicate and share the team’s achievements.

Day 100 >

Total days – 1

How do team know they are doing a good job?

Interim indicators during the 100 days:
  • High engagement and motivation of the 100-Day team during the 100-days.
  • Progress towards the 100-day goal during the 100 days.
  • Team members sticking to the team agreement

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.