Calling the Convener

Calling the Convener


Calling the Convener

What to get out of a good call…

The main purpose of the call to the Convener(s) is to enlist their support and partnership, and to validate and build out the list of leaders to invite to the  Leadership Design Workshop.

One of the other questions you need to ask the Convener is the handful of leaders that would be wise to interview before the System Leadership Design Workshop.   Watch the video overview of the essence of these discovery interviews with key leaders.

Convener may also ask you about the types of questions you will be asking these leaders.  Here are sample questions you can use (also available as a document under Landmark material).

Previous slide
Next slide

Of course, you can schedule a follow-up interview with the Guides and Convener so you can ask them these questions. After all, they are the most critical leadership stakeholder in the system.

The answers to the discovery questions will be the building block for a Challenge note that the leaders send to the selected team members after the Leadership Design Workshop. Here are tips to shape the Challenge Note as you go.

The final thing to agree with Convener on is a date and time for the Leadership Design Workshop. This will help create an urgency and a purpose for the stakeholder interviews. 

If all goes well on the first call with the Convener, you can give the convener a DRAFT EMAIL that they can send out to the leadership stakeholders

  • informing them about the 100-Day Challenge,
  • inviting them to the Design Workshop, and
  • letting them know that you may reach out to some of them in advance of the session. 

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.