A mentoring program, in any form has several benefits. And, those benefits are not just for the one being mentored! There are benefits to the organization and the mentor as well. In fact, I implemented speed mentoring in an organization, in conjunction with their quarterly senior leadership meetings and it was the highlight of the meetings. Every leader from the top on down, enthusiastically signed up to be a mentor in this “speed” format and always enjoyed themselves. But there is more to the benefits of participating than just being fun.

Building good business requirements and a scope of work can sometimes be the most intimidating thing about the process of bringing on external support. But, if you have used the matrix and figured out the big buckets of your change framework so that the needs are clear, its really just a matter of putting your needs down on paper and asking people to show you how they can help.

Change can be squishy. And yet, measuring change is a key success factor for any change for several reasons. Measuring success makes it easier to justify investment in proper change management in the first place. Also, measuring the progress of change makes it easier to evaluate and adjust various change interventions if they are not making the desired impact to the degree anticipated. Each change is different and the scorecard metrics need to be customized for the specific change being implemented. Some changes, like IT implementation, are easier than others, like a culture change. However, all change can be measured. The leadership spitball conversation is a good place to start for ideas on what success looks like for the leader(s). Then you can figure out how to quantitatively measures those factors for success. Below are some ideas for the four catergories included in the change scorecard.

This scale was developed by Budner (1963) to measure an individual’s tolerance to ambiguity in life in general. For the purpose of this scale, tolerance for ambiguity is defined as: the degree to which an individual is comfortable with uncertainty, unpredictability, conflicting directions, and multiple demands.

Creating a change charter is a great way to make sure everyone is on the same page before the change gets started. This should not be something that takes forever to write or get approved, it should just be an internal document that makes roles, responsibilities, change goals, and a few other things clear.