Preparing the mentor(s)

Preparing the mentor(s)


Preparing the mentor(s)

The Lift-off is an opportunity for the mentors to create an enabling environment for the team. In practical terms, this may mean the following: 

Encouraging the team to experiment and to try new things, without waiting for permission. “We are here to support you. Making mistakes during the 100 days is OK. We can learn and move on.” 

Leading with confident humility, by telling the team: “You will figure out the solutions to make progress on this challenge. If we knew the solutions, we would have implemented them. We are confident you will figure this out. And we are here to help you. 

Not interfering with the team when they are setting their goal. In fact, it would be best if they leave the room when the team is doing this. 

This may not come naturally to some mentors. So it is important that you take some time with them before the start of the workshop to go over the agenda and the expectations from them in each part of the agenda. They will appreciate that you are doing this, and it’ll help them further understand their role and the rationale for it, and to get tips on how to play this role effectively.

This lesson have tips to help mentors prepare for questions they may be asked by the team during the workshop.  You can also download the tips, at the end of the lesson, to share with the mentors.

Mentors attend the first and last part of the Lift-off workshop.  Other leaders are also welcome but it is important that leaders and mentors do not participate in the goal setting, work planning and team agreement elements, to show that you mean what you say – it is their challenge and you are available to support.

Here are the tips for practising the 30-Day Challenge way of leading during the Lift-off workshop. 

Lift-off Opening session

The purpose of the opening is to make team members feel welcome, have them energised early on, and signal that this is a different kind of workshop. In the Clarify the Challenge session it is to make sure team members understand the “why” of this effort and what is expected from them. Continue to give the feeling that this is different…

Doing it the 30-Day Challenge Way

  • Prepare with the mentor beforehand to do an opening reflecting that this is not business as usual – be creative and informal. 
  • Confirm with the mentor that they will show up—this will signal to the team that they are serious about the challenge and that the team should be, too.
  • Prepare talking points with the mentors for the opening session. This will include a recap of the focus area and why the leaders chose it, as well as clarifying why the team members were chosen.

Team members may have questions based on the Challenge note.  When the team poses questions the mentors cannot answer, it is OK to tell them, ‘I do not know…’.  The mentor must say to that team that it is OKAY to try things out without asking for their permission first: “If in doubt, ask a colleague to give you advice.”

In the Tips for Mentors document (you can download at the end of the lessons) there are more potential questions with answers you can share with the mentors.

Lift-off Closing session

During the last session, the mentors rejoin the workshop, and the team share their 30-day goal and plan highlights. This is an opportunity for the team to get support from the mentors and other community leaders.  

Finally, the Convener/facilitator will facilitate an appreciation activity, after which the mentors will be asked to make a closing comment. Think of something to say to help end the workshop on a high and inspirational note!

The session reinforces the team’s sense of pride and excitement about the project. It prepares the mentors (and leaders) to support the team during the 30 days.  It reinforces to all that this will not be business as usual.  The appreciation activity is for you and the team to practice appreciating each other’s contributions and finish the Lift-off session on a high note.

It is helpful for mentors to react and give feedback in a way that increases the team’s confidence in the possibility of success. Remember that the plan they will present is based on the team’s experience and the information available. As the team moves into action and learns more, the work plan will expand and improve.

 

Change to 30-Day Challenge and create a download version – Alrien

Download tips

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.