Recognising the team’s effort and achievements

Recognising the team’s effort and achievements


Recognising the Team

ALRIEN – LET’S OFFER THESE AS POSSIBLE THINGS TO DO AT THE LANDING WORKSHOP. THEY FEEL OUT OF PLACE HERE. I CUT BACK SOME OF THE VERBIAGE. I SUSPECT CHAT GPT HAD A HAND IN THIS 🙂

Giving recognition is vital for sustaining motivation, fostering a sense of accomplishment, and reinforcing positive behaviors within the team. 

Here are a few ways to do this:

  1. “Peer-to-peer recognition system” where team members can acknowledge each other’s contributions in real-time. This system could be gamified with points or badges that accumulate over time, leading to tangible rewards or recognition at the end of the project.
  2. “Project legacy” that immortalizes the team’s achievements. This could take the form of a digital scrapbook, video montage, or a dedicated webpage that captures key moments, milestones, and individual contributions throughout the project’s lifecycle. Including personal testimonials from team members about their experiences and the challenges they overcame can add a personal touch, making the recognition feel more meaningful.
  3. Hosting a “celebration of success” event. This could be a workshop where team members share their insights and lessons learned in a relaxed, informal setting. Inviting senior management to participate can further elevate the significance of the event, as it underscores the value placed on the team’s hard work. By making the celebration unique and tailored to the team’s interests and achievements, the recognition becomes more memorable and personal.

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.