PHASE 4: LAUNCH


Detailed Instructions

Weeks 6-15


Note on Agenda Timing

If your team hasn’t completed all of the agenda items in Week 5, you can use week 6 to finish these elements. Refer to the previous phases for the instructions of these items. 

If you are pushing agenda items back, please make sure that your team completes the items in Phase 3 by the end of week 6. 

If your team has completed these items by week 6 you can proceed to phase 4 as outlined below. 


Overview

In this phase, all teams begin to implement their plan and begin to make their goals reality. Many activities are ongoing. Time indicated is time to review the material and conduct formal activities related to the business process.   


Objectives

        • Implement the strategy defined by the Business Model Canvas and/or Lean Business Plan and apply department work plans
        • Continue production or product or marketing of service
        • Conduct sales
        • Maintain accurate records


Mentor Preparation:

As a JA Mentor during Phase 4, JA Volunteers generally take a step back and allow the students to take the lead. Continue to offer support and suggestions as well as check-in regularly with each member of the Management team and other employees. Monitor Company morale and motivation as the weeks go on. It may be helpful to lead an open discussion about how everyone is feeling mid-way through. Refer to the norms and goals that the company set at the beginning.


Agenda 

  1. Company Meeting (15 minutes)
  2. Conduct Business Operations
  3. Monitor Company Success
  4. Plan for and conduct Interim Status Meeting
  5. Wrap Up


 

Flexible Lessons 

  1. Delegation (30 minutes)
  2. Change Management (30 minutes)


Activities

      1. Company Meeting

        • Each session should begin with a short meeting that includes a report from each department.
        • Allow the team to conduct their weekly team meeting and take attendance.


      2. Conduct Business Operations

        • On-going in this Phase:
            • Production
            • Marketing initiatives
            • Selling product/service
        • The Vice President of Marketing and the Vice President of Sales should review with the company members the company sales goals, conduct sales training, and provide ongoing support regarding the sales presentation.

      3. Monitor Company Success

        • Receive Sales Receipts and manage inventory.  Explain it is critical that up to date, correct and transparent records are kept in order to maintain current financial figures.

      4. Plan for and conduct an Interim Status Meeting

        • About halfway into operating the company (around week 10), a formal Interim Status Meeting should be scheduled to have the management team summarize the results and compare to plan. Use the Sample Meeting Agenda - Interim Status Meeting template as a guide.


Management Team Check-in

During this Phase, Mentors are encouraged to conduct an informal management check-in between weeks 8-9. The members of the management team will have been in their roles for a few weeks and completed planning therefore it is time to check-in to see how they are feeling and if they are on task. This meeting offers an opportunity to provide constructive feedback, acknowledge efforts and provide some coaching as needed.

Consider guiding the conversation with the following questions:

  1. How are you feeling? What are you experiencing?
  2. How do you feel with the support you are receiving in your role? 
  3. On a scale of 1-10, how would you rate your team’s engagement?
  4. Do you feel that all Company members are abiding by the Code of Ethics and applying the Test of Disclosure when needed?
  5. Do you feel there is something else I (Mentor) or JA can do to support you or the Company overall?

At the same time, conduct an informal check-in with members from each department to see how they are feeling and if they have concerns about the company’s direction. If concerns or challenges arise during these check-ins, discuss them with your Program Manager to determine the best course of action.


Flexible Lessons Mentors may choose to deliver the two lessons below as mini-lessons during Week 8-10. 

      1. Delegation (30 minutes)

        • It is important to remind students that they are working as a team. Nobody is left alone to do all this work. Delegation is important to learn as part of this process.
        • Delegation is a great management and leadership tool when done right. As an Executive member of your company, you can contribute to your department's efficiency with delegation. 
        • To bring the simplicity of delegation to the forefront, ask these two questions?
            • Despite the fact that you may be able to do it better yourself, do you actually grow all your own seed, fruits and vegetables and raise your own beef, chicken and pork? Or do you delegate everything related to that responsibility to your grocer?
            • Instead of growing your own cotton, weaving your own fabric, and making your own clothes, don't you delegate every aspect of that responsibility to merchants who provide you with excellent results in a timely manner for a reasonable fee?
        • Delegation is a mindset. 
        • It might be intimidating to some to think of telling  others what to do but there are some strategies to help:
            • Identify key opportunities for delegation. Not everything can or should be delegated.
            • Communicate the task. Describe to the employees exactly what you want done, when you want it done, and the end results you expect. Do you feel that all Company members are abiding by the Code of Ethics and applying the Test of Disclosure when needed?

            • Play to your team’s strengths. Even within your department, each member of your team will have unique skillsets, preferences, and talents. Making good use of those unique working personalities will result in greater efficiency.
            • Construct a timeline. Timelines will help keep your team focused, and accountable. Work with your team to establish a mutually agreed-upon timeline from the beginning of the task's delegation to its delivery.
            • Entrust and Empower. Entrust is a key word in delegating. It means that you care about the results of what you delegate and you're willing to provide the support needed to help the employee achieve results. But you're going to let the employee do the assigned job. You don't have to be hands-on for the right outcomes to occur, but neither are you uninvolved and unaware of what's occurring.
            • Follow up. Following up occasionally, especially for long-term tasks, this gives you insight into progress and gives the employee the opportunity to bring up any questions or obstacles that have arisen. Set reminders for yourself to follow up and ensure the task's timely completion. 
            • Feedback loop.  After delegating your tasks, follow up with your co-workers to learn from the situation. Ask them if they were comfortable executing the task and if you've given them all the information they needed. Ask how effective you were in setting expectations and if your timelines were reasonable.
        • Encourage students as they continue to work on Company activities to review the task lists they created a few weeks back and ensure there is a name beside each task and that everyone has equal distribution of work to complete.

      2. Change Management (30 minutes)

        • It is important to introduce the concept of change management, since despite the student’s best planning efforts, they may need to make adjustments to the way they operate. These adjustments are a normal part of doing business. Storming is a normal part of developing a team. Reviewing the 5 stages of Team Development and identifying where their team is at is a good check in.
        • Watch the following video to introduce the concept: 
        • Change management is the process, tools and techniques to manage the people side of change. It incorporates a way to help individuals make successful transitions through change.
        • In an effort to be adaptable and flexible to change, especially in today’s environment one must be “okay” with achieving 80% completion vs. 100% perfection. The idea of being agile to accepting new ways of doing things, changing direction, and being okay with failure, will allow us to get to a greater place as a result of openness to change.
        • Explain that individuals will respond to change differently. Some people may be more adaptable than others.
        • Implementing a change may not be comfortable for everyone, or even the individual suggesting the change since we can never be 100% sure it the right decisions.
        • Complete one or more of the Change Management Activities. The activities are designed to engage with resistance in a meaningful way, question why students may fear change and create a more positive attitude towards new things.
        • Remind students that they are not alone when needing to discuss challenges to problem-solve solutions. 


Next Steps

        • Ongoing business operations
        • Begin planning for concluding the business and celebration