Introduction

100-Day Challenge Learning Programme

The purpose of the Programme is to help you get ready to participate effectively in 100-Day Challenges. 

The Programme is designed for the 100-Day Challenge Ambassadors and Team Coaches who will guide the process, facilitate the events (workshops), and support other stakeholder groups in 100-Day Challenges. Leaders convening the 100-Day Challenges will get access to some of the Ambassador modules to support the Ambassadors during initial events. 

The introduction has four sections: 

Overview of 100-Day Challenges

Section 1 provides a big picture overview of 100-Day Challenges. What they are, what they are not, and why they are an effective way to move from strategy to action on complex issues and aspirational goals such as ending gender-based violence and femicide in South Africa.

The 100-Day Challenge Journey

Section 2 describes the journey of a 100-Day Challenge. This includes the different stakeholders and the roles they play, and the various workshops (referred to as Landmarks). The Programme is organised to help Ambassadors and Team Coaches prepare for these workshops, facilitate them, and support teams and leaders between workshops. 

Role of Ambassadors & Team Coaches

Section 3 focuses on the overall role of the 100-Day Challenge Ambassadors and Team Coaches, and the general skills and mindset that will contribute to success in the role. More specific guidance and insights about the role are included in each Landmark of the Programme. 

Navigating the Learning Platform

Section 4 explains how the  Landmarks are organised and how to navigate through them, the expectations of Ambassadors and Team Coaches going through the Programme, and the requirements for certification as a 100-day Challenge Ambassador. 

Landmark Content

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.