Private: Orientation

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What’s next?

Private: Orientation What’s next?


What's next?

Ways to get involved

The Orientation gave you a taste of what 100-Day Challenges are all about, told through the story of a real 100-Day Challenge.  There are different ways to get involved with 100-Day Challenges

If you are currently a role player in a 100-Day Challenge, you got a glimpse of what is possible in 100-days.  We hope this inspires you to become part of the transformation story.

The Ambassador learning programme, for those who want to learn how to design and facilitate a 100-Day Challenge, is currently only available through organisations or structured programmes.  In future, we hope to make the Ambassadors Programme available as a Do-it-Yourself programme,  for anyone interested.

If you are part of an organisation that would like to get involved in 100-Day Challenges, we are ready to explore opportunities with you.

Make contact with us – info@theworldofimpact.org

Ways to learn more

Exhibits

100-Day Challenges stories from across the world. The journey of 100-Day teams,  their impact, discoveries and learnings.

Questions

 Frequently asked questions and answers about 100-Day Challenges. The rhythm, process and roles.

Resources

Published articles, blogs and media links about the 100-Day Challenge and other resources that relate to elements of 100-Day Challenges.

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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.