????謝爾曼稱，為了充分發(fā)揮這份師徒關(guān)系的作用,，“我們討論了我作為學員的責任,，以及我的預期和目標。我們共同制定了一份會面時間表,，而且我要負責引導我們之間的對話,，使我們在一起的時間能夠得到最充分的利用。她會提出一些非常犀利的問題，這些問題總能啟發(fā)我思考,?！?/p>
????謝爾曼稱，有了柏林格的支持,，她負責了一個大規(guī)模重組項目,，為班納健康中心節(jié)省了800,000美元開支,。
????公共會計事務(wù)所Clifton Gunderson的CEO克里斯?麥克瑪斯特認為,，最優(yōu)秀的導師“能使學員超越自我，就算以前想都不敢想的事情,，現(xiàn)在也有信心做到,。”
????在麥克瑪斯特的職業(yè)生涯中曾有過多位導師,。她說,，Clifton Gunderson發(fā)現(xiàn)，最好是采用傳統(tǒng)的方法,，實現(xiàn)導師和學員的有效對接,，比如為稅務(wù)、擔?；驎嫷葝徫坏膯T工配備在同一領(lǐng)域具有豐富經(jīng)驗的人擔任導師,。這樣，“學員就能很好地認識自己的崗位,?！?/p>
????麥克瑪斯特在成為CEO之前，她的導師是公司當時的CEO,。她說：“他把重擔交給我,，要求我取得成功。但他并沒有對我進行填鴨式的教育,?！?/p>
????麥克瑪斯特舉例說，比如“我去跟他說,，公司的人員流動讓我很不滿意,。他跟我說：‘那你擬一份策略文件，看看我們應(yīng)該作出哪些改變,?！覅⒖剂似渌麑I(yè)服務(wù)機構(gòu)，并定期與他會面,。他每次都會提出建議,。當時，我沒有任何人力資源背景。這種師徒關(guān)系讓我受益匪淺,?！?/p>
堅守基本原則
????路易斯?扎克利建議導師和學員在明確關(guān)系之前，先確定基本原則,?！耙婚_始就要把所有問題談清楚。共同討論一下雙方將面臨的障礙,、保密性問題,，以及萬一沒能達到預期效果，如何終止雙方的關(guān)系等,？”
????扎克利建議,，作為學員，最好確立一個流程,，安排時間定期接受導師的指導,。根據(jù)自己的需求，有的放矢地尋求導師的幫助,。時常反省,，自己是否正在逐步接近目標。她說：“要保證自己的方向正確,，千萬不要等到事情脫離正軌才去補救,。”
????丹尼爾?德鮑稱,，要保證這種關(guān)系的正確方向,，可以借助社交軟件?！斑@種軟件為雙方提供了共同的私人空間,，雙方都可以在這里做筆記、設(shè)定目標,?！?/p>
????如果以專業(yè)態(tài)度來處理與導師之間的關(guān)系，那就沒有必要為占用導師的時間而感到內(nèi)疚,。扎克利稱：“我們在調(diào)查和采訪中發(fā)現(xiàn),，導師學到的東西比學員還多。輔導的過程讓導師從新的視角,，重新審視他們正在從事的工作,；他們也可以藉此更好地了解自己供職的公司和所在領(lǐng)域內(nèi)的動態(tài)?！?/p>
????翻譯：劉進龍/汪皓 |
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????To make the most of the partnership, Sherman says, "We reviewed my responsibilities as a mentee, and my expectations and goals. We agreed to a meeting schedule and … that it was my responsibility to guide our conversations to make the most out of my time with her. She asks very powerful questions that really make one think."
????With Bollinger's support, Sherman says she was able to oversee a major restructuring that eliminated $800,000 in expenses for Banner Health.
????Kris McMasters, CEO of public accounting firm Clifton Gunderson, believes that the best mentors "make people think they can do things they don't even think they have the ability to do. They make them stretch."
????McMasters, who has had a number of mentors over the course of her career, says Clifton Gunderson finds it best to match people up, using traditional methods, with mentors who have had experience in the same area of service, such as taxes, assurance, or accounting. That way, "they understand what it means to come up in that position."
????Before McMasters became CEO, her mentor was her then-CEO boss. "He put the onus on me to be successful. He was not spoon feeding me," she says.
????For example, "I went to him, I said I wasn't happy with the level of turnover. He said, 'write a strategy paper on what we should do differently.' I looked at other professional services organizations and met with him periodically. He made recommendations. At that time, I had no HR background. I learned a ton from it," McMasters says.
Sticking to a set of ground rules
????Lois Zachary urges mentors and mentees to establish ground rules before they begin a relationship. "Put it all out on the table at the beginning. Talk about stumbling blocks. About confidentiality. How do you close the relationship if it doesn't work out?"
????As a mentee, it's best to establish a process and always have a mentoring date on the calendar, Zachary advises. Ask your mentor for what you need. And ask yourself if you are making progress on your goals. "Make sure you are on track, don't just wait for things to go off the rails," she says.
????Keeping the relationship on track is where social software can help, says Daniel Debow. "It's a shared private space for the two of you to keep notes [and] set goals."
????And if you're handling the relationship professionally, there's no need to feel bad about taking up your mentor's time. "We hear in our research and interviews that the mentor gets more out of it than the mentee," Zachary says. Mentoring "gives them perspective. It reengages them and reconnects them to what they're doing. They learn about things going on in their company, in their field." |
