Setting the Implementation Pace
Submit your key artefacts and reflections for the Early Sprint Phase (Weeks 2–5) of the 100-Day Challenge. Please complete all required uploads and answer each question thoughtfully.
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Section 1: Critical Outputs
Please upload the following documents/artefacts generated during the first month of the sprint.
1. The 15-Day Milestone Tracker Upload the team’s first review of their 15-day targets. (This should show what was achieved in the first two weeks and, crucially, what was not achieved, along with the team's planned adjustments.)
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2. The Baseline Data DashboardUpload the visual tool (spreadsheet, chart, or wall-map) the team is using to track their SMURF goal (It will ideally show the "Starting Line" (Baseline) and the current "Real-Time" numbers. Evidence of manual, frontline data collection is preferred over delayed official reports
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3. The Strategist Briefing Note Upload the summary prepared for the first formal update to the Challenge Strategist. (This should not just report progress; it must explicitly list at least one "Blocker" or "Red Tape" issue that requires the Strategist’s intervention.)
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Section 2: Coaching Reflection
Please provide concise responses (150–200 words per question) to the following prompts.
1. Managing the "Post-Launch Dip": In Week 2, Teams often feel overwhelmed by their regular "day jobs" competing with the 100-Day Challenge. Describe how you facilitated the first Team meeting to ensure the 100-Day Goal remained a priority. How did you help the Team break down their 100-Day Goal into manageable "bite-sized" actions for the first 15 days?
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2. Breaking the "Reporting" Habit: In Week 3, teams often struggle with data, waiting for official monthly reports that are too slow for a 100-Day sprint. Describe a conversation where you pushed the Team to find "Real-Time" data. How did you help them overcome the fear that their initial data might be "imperfect" or "unofficial"?
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3. Shielding the Team During the Week 4 briefing, how did you ensure the Challenge Strategist remained in a "Support/Shielding" role rather than a "Command/Control" role? If the Strategist tried to micromanage the Team’s work plan, how did you refocus them on clearing external obstacles instead?
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Section 3: Understanding the "Early Sprint" Mindset
1. Data as a Flashlight, not a Hammer In the 100-Day model, the primary purpose of data during the sprint is:
A. To prove to local officials that the Team is working hard.
B. To provide the Team with immediate feedback on whether their "tests" are working so they can pivot quickly.
C. To punish departments that are not meeting their KPIs.
Data as a Flashlight, not a Hammer – What is the primary purpose of data in the Early Sprint Phase?
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Please Select
To highlight progress and illuminate challenges for learning and improvement
To evaluate team members’ performance for accountability
To create reports for senior management
Other
Explain your choice, using specific examples of how the Team used the data if possible.
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2. The "Activity Trap" By Week 5, teams often fall into the "Activity Trap"—doing lots of things (meetings, workshops, awareness drives) that don't move the needle on the 100-Day Goal. What is your "Go-To" coaching question to pull a Team out of an activity trap and back toward results?
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Self assessment Rubric - Please self-assess your submission against the following criteria:
Rows
1. I still need help
2. Getting there
3 - Doing fine
4 - Rock solid
5 - Absolute pro
Data Quality
Milestone understanding
Strategic engagement
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