William J. Ryan

Get HR and IT to the table with you. No matter how user-friendly and easy to view the tool is, if it doesn't work within the existing infrastructure it won't work to the level of anticipated hope. Making sure the data gets tracked and easily exchanged between current systems will make everyone's life better and IT will be your champion helping instead of potentially hindering.

In addition to Brent O'Bryan's 360 model and the conversations coaching and mentoring brings as Yan Zhang noted I would add leadership competency models. These frameworks define the specific behaviors and skill attributes that are expected from leaders at different levels and roles. They help to align employee performance with organizational goals and values, and to identify gaps and opportunities for development.

It helps to be open and transparent up front. Use a structured and evidence-based approach and then ask people around you for insights and feedback. Walt Kelly said long ago "we have met the enemy and he is us", we come with bias so defining clear criteria for evaluating options and people, collecting relevant and reliable data, applying consistent and objective standards, and being self-aware helps. By doing so, one can reduce the influence of personal preferences, stereotypes, or emotions that may cloud our, even well-intentioned, judgment.

One of the main challenges in change management is to get people on board with the new vision and direction of the organization. People may resist change for various reasons, such as fear of the unknown, loss of control, or attachment to the status quo. To overcome these barriers, it is essential to align people to the new purpose, be clear on the value proposition to the organization and to them, and be clear on the WIIFM (what's in it for me). Help people understand the benefits of the change, how it aligns with personal & professional goals, and what they can expect from the transition process. Also helps to identify what's coming off their plate with the new, to demonstrate value & impact.

To build positive and productive relationships with your superiors, start by looking within. This means being honest about your strengths, weaknesses, goals, and values. By doing so, you can establish trust, credibility, and rapport with your superiors, and align your expectations and priorities with theirs. Being authentic also helps you avoid conflicts, misunderstandings, and resentment that can arise from pretending to be someone you are not.

Journaling is a useful tool for both mentors and mentees, especially if available online. It helps document goals, challenges, achievements and feedback throughout the process. Journaling also allows the mentee to reflect on their learning and growth, as well as to identify areas for improvement. By sharing their journals with each other, mentors and mentees can communicate more effectively, build trust and rapport, and provide constructive feedback. Journaling can also enhance the accountability and motivation of both parties, as they can track their progress and celebrate their successes.