Final Preparations

Final Preparations

Final preparations

Getting ready for the workshop

Once the interviews are completed, you are ready to make the final preparations for the Leadership Design Workshop. 

Go back to your notes and summarise these in 2-3 slides that will become part of the slide deck for the Leader Design Workshop. It will be helpful to also prepare some focus area ideas based on your conversations. You will only use these as examples, if necessary, to help the leaders select the focus area(s).  Here is an example of how you can use the metaphor of a funnel to guide leaders.

The focus area is on the path down the funnel between the vision and the 100-day challenge goal and it establishes the activities the leaders want the team to spend their time on.  Directions between the focus area and goal can be:

  • A specific geographic focus
  • A target subpopulations, 
  • expanding certain types of resources, etc. 

 

The leaders take the path down the funnel to help the team settle on the present but it is very important that the team set the actual 100-day goal.

In the Lift-off Workshop, the selected team will shape a 100-Day Goal from the sharpened focus area.  The goal will be an outcome they want to achieve, an actual result.  The goal points to a future they intend to reach.

With your context slides created, move on to the other preparations:

  1. Meet with your fellow Ambassadors for the district, and go over the workshop slides and facilitation guide.  If there are questions on the flow or the content, please jot these down and bring them to the next “office hour” session.
  2. Customise the slides for the session, as you see fit.
  3. Go over the overall flow with the Convener, if possible, and get her input. You may need to make adjustments to the agenda based on this.
  4. The Leadership Design Workshop is a half to full-day event. Send out the agenda reminding leaders of the time and the venue.  You will find a draft agenda under the course material.  Here is an EXAMPLE.
  5. Make sure the venue and logistics arrangements are ready. See below for guidance on this. 
Venue set-up

The 100-Day Challenge workshop is designed to be engaging and collaborative which involve breakaway groups discussion and people moving around in the space.

The best venue will have tables for people to sit in small groups.  The most difficult set-up would be an auditorium or a boardroom with a big table because this will make movement and group work difficult.  

Printing
Stationary

Documents to be printed for handouts at the workshop (available under resources)

  • Agenda
  • Frequently Asked Questions about 100-day Challenge
  • “ Way we work” Self-assessment: this is to establish a baseline of the way stakeholders in the system currently work together in terms of collaboration, innovation and implementation. ALRIEN – SHOULD WE NOT BOTHER WITH THIS?   
  • Workshop feedback survey.
  • Attendance register

Stationary needed

  • Flip-chart stands, paper and markers
  • Post-it notes
  • Paper and pens for participants

Tools needed

  • Projector and screen for slides
  • Sound system – if you are planning to show the 100-Day Challenge video and if the group are big

Flipchart tips

RefreshmentsWater for the tables and refreshments based on the duration of the Workshop
Convener opening remarksDiscuss with the convener talking point for opening remarks based on the discovery conversations. ALRIEN – LET’S MOVE THIS OUT OF THIS SECTION

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.