30-Day Challenge team

30-Day Challenge team


Preparing the team

In preparing the 30-day team for the Challenge, there are 2 things we have learned over the years that will increase the chances of success team Lift-off:

  • Having the “right people” in the room.
  • Making sure they come with the right frame of mind.
Checklist

Right people on the team

Review with the mentors the team members identified during the Leadership Design Session. They need to represent the critical areas for the maturity area. If a critical group is omitted, the mentors need to discuss and add additional members.   Watch the video for guidance of building the right team

Right frame of mind

The most essential tool to get the team in the right frame of mind is th Challenge note from the leaders to the team.

The Challenge note summarises the focus and boundaries established in the Leadership Design Session and is shared with the 30-Day Team.   At the Lift-off Workshop, the team sets the 30-Day Goal based on the challenge note they received.  

The Challenge note has 4 sections.

  • Strategic context: What is this all about, and how does it fit into the organisation’s strategy and values?
  • The focus area for the 30-Day Challenge – What is the one area the leaders are challenging the team on.
  • Guidance to the team – ideas to share with the team as well as boundaries, what the team should not do or risks to avoid.
  • Learning agenda – the 30-Day Challenge is a approach to learn what it takes to grow the GBVF maturity of the organisation, what else do we want to learn.
You can start building a draft Challenge note in your initial meeting with the senior leaders and then add details after the Leadership Design Workshop to make it more inclusive of leadership voices.
 
The mentors are responsible for sending the challenge note to the selected team members. You can provide them with a draft note that they can finalise and then send out. Below is an example Challenge note that may be helpful.
Download an example Challenge note

With the Challenge note done, check with the mentors:

  • to ensure the Challenge Note has been finalised and sent out to each team member.  
  • Ask the Mentors to send a reminder note that requests confirmation of plans to attend.
  • If in doubt, ask the Mentors to call the managers of the team members, so they remind them of the importance of participating in the Lift-off workshop.

More ideas to consider to get the team in the right frame of mind:

  • Follow up on the Challenge note with a the workshop agenda, including a briefing package with baseline information and other relevant background materials.
  • If possible, set up a time for a pre-Lift-off information webinar, to give a chance to anxious team members to ask questions. You can present a few slides at the webinar, so team members have a preview of what’s ahead. It is best to keep this optional. You can record the session and send a link to all, after the webinar. 
  • Ask someone senior that is highly respected to record a short video with a message of encouragement to the team. This can be played at the start of the Lift-off workshop, or it can be sent to the team in advance.

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.