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《財(cái)富》美國500強(qiáng)內(nèi)部網(wǎng)絡(luò)作為一個(gè)內(nèi)部社區(qū),，將有《財(cái)富》美國500強(qiáng)公司的高管們?cè)诖伺c《財(cái)富》雜志全球的讀者們交流思想和提供領(lǐng)導(dǎo)建議。今天我們的問題是：20多歲的年輕人應(yīng)該如何為成功做好準(zhǔn)備,？以下為博格華納公司人力資源副總裁吉姆·杰尼特的回答,。

成功在很大程度上需要依靠人脈來實(shí)現(xiàn),。你或許認(rèn)為，我持有這種觀點(diǎn)的原因是,，我在人力資源部門工作,，人才是我們的核心資本。這種想法沒有錯(cuò),，但我同樣相信,，這是我對(duì)不同職能部門、行業(yè)甚至文化的觀察結(jié)果,。我先后在多家公司摸爬滾打了30多年,，還是有一點(diǎn)后知后覺的優(yōu)勢(shì)的——對(duì)于如何取得長遠(yuǎn)成功，我有三條建議,，這些建議曾經(jīng)讓我受益良多,。

首先，找一位導(dǎo)師,。我曾有過一位,，現(xiàn)在還有一位導(dǎo)師，而且我自己也做過別人的導(dǎo)師,，我的經(jīng)驗(yàn)可以證明導(dǎo)師的寶貴價(jià)值,。導(dǎo)師經(jīng)驗(yàn)更豐富，可以為一個(gè)人提供指導(dǎo),，支持他或她實(shí)現(xiàn)自己的職業(yè)發(fā)展目標(biāo),。導(dǎo)師可以指引你做出初期的職業(yè)決定和未來的艱難抉擇。導(dǎo)師能夠提供中立的觀點(diǎn)和第三方視角——他們所帶來的新見解,、智慧和經(jīng)驗(yàn),，將讓你受益匪淺。

在職業(yè)發(fā)展初期,，你可能很難弄清楚,，哪個(gè)方向可以給你提供最好的進(jìn)步階梯。正是在這個(gè)充滿機(jī)遇的時(shí)期,，你希望自己平步青云,，獲得迅速晉升，而導(dǎo)師可以幫助你開拓視野,，做出更周全的決定,。

在我初入職場(chǎng)時(shí)，一位導(dǎo)師鼓勵(lì)我完成學(xué)業(yè),，并指引我進(jìn)入人力資源行業(yè),。我先后取得了學(xué)士和碩士學(xué)位，之后我的職業(yè)得到了飛速發(fā)展,。正是在導(dǎo)師的鼓勵(lì)和培養(yǎng)下,，我才能做出這些對(duì)職業(yè)發(fā)展至關(guān)重要的決定,，但當(dāng)時(shí)我還沒有意識(shí)到這些指導(dǎo)的重要性。

我現(xiàn)在的導(dǎo)師來自博格華納公司之外,。每當(dāng)我面臨棘手的情況,，需要外部觀點(diǎn)提供支持時(shí)，我便會(huì)與導(dǎo)師交流——在我需要建議的時(shí)候,，我可以向他請(qǐng)教,。

正式的導(dǎo)師關(guān)系固然重要，但非正式的導(dǎo)師同樣很有幫助,。事實(shí)上,，許多人都有自己的導(dǎo)師，只是我們沒有意識(shí)到而已,。你的兄弟姐妹,，你的朋友，甚至宗教領(lǐng)袖,，都可能成為非正式的導(dǎo)師,，他們能夠帶來外部視角，以及自己的成熟經(jīng)驗(yàn)和教訓(xùn),。

還有你的同事,。永遠(yuǎn)不要低估培養(yǎng)同事關(guān)系的重要性——包括組織內(nèi)橫向和縱向的同事,。即便“差勁的”老板也可以給你提供一些經(jīng)驗(yàn),，雖然這種教訓(xùn)往往是反面的，警示你采取某些錯(cuò)誤的管理方式,。

那么,，你如何培養(yǎng)這些關(guān)系？通過面對(duì)面的接觸,。我要特別強(qiáng)調(diào)這一點(diǎn),。Facebook和iPhone不會(huì)幫助你發(fā)展人際關(guān)系。你必須走出去,，與人面對(duì)面交流,。你將從他們口頭或非口頭的暗示中，獲得有價(jià)值的見解,。發(fā)短信無法為你建立豐富的人際關(guān)系,。人際關(guān)系很重要：它們是導(dǎo)師方程式中至關(guān)重要的一部分。

要靈活,，要移動(dòng)起來,， 以開放心態(tài)對(duì)待新事物

我經(jīng)常看到,，人們?cè)诠ぷ髦刑^安逸,，導(dǎo)致真正的成長和發(fā)展陷入停滯,。但一旦你走出舒適區(qū)，接受新的挑戰(zhàn),，你會(huì)發(fā)現(xiàn)許多令人興奮的事物,。你將豐富自己的技能，拓寬視野,，即便你只是在組織內(nèi)部橫向調(diào)動(dòng),，而不是晉升。關(guān)鍵是知道應(yīng)該在什么時(shí)候行動(dòng)起來,。沒有人想頻繁換工作,，但打個(gè)比方，接受一份異地的工作或者在另外一個(gè)國家接受一份短期任務(wù),，可以幫助你獲得新的技能與經(jīng)驗(yàn),，讓你為長遠(yuǎn)成功做好準(zhǔn)備。

當(dāng)然,，這并不意味著這個(gè)過程沒有風(fēng)險(xiǎn),。你可能需要更努力地工作，新工作可能更有挑戰(zhàn)性——所以,，有些人并不愿意接受它,。在前往底特律之前，我在芝加哥的工作一直很安逸,，我很喜歡這樣的狀態(tài),。后來我得到了一個(gè)新的機(jī)會(huì)，但工作地點(diǎn)是在其他州,。當(dāng)時(shí),，我的導(dǎo)師要求我在認(rèn)真權(quán)衡得失之后再做決定。在那之后,，我一直在博格華納工作,，我可以毫不猶豫地告訴你，你所承擔(dān)的風(fēng)險(xiǎn)都是值得的,。那次變動(dòng)為我打開了一個(gè)全新的世界,，給我?guī)砹诵碌娜穗H關(guān)系、新的挑戰(zhàn)和新的經(jīng)歷,。走出舒適區(qū),，幫助我通過一種從未想象過的方式不斷成長。在這個(gè)過程中,，我遇到了許多新的機(jī)遇,，最終讓我在人力資源領(lǐng)域取得了巨大的成功。

年輕人們應(yīng)該始終牢記，要靈活,，要移動(dòng)起來,，以開放心態(tài)對(duì)待新事物，只有這樣,，你才能為今后的成功打好基礎(chǔ),。做到這些，你將變得與眾不同,，并在競(jìng)爭中脫穎而出,。（財(cái)富中文網(wǎng)）

譯者：劉進(jìn)龍/汪皓

審校：任文科

The Fortune 500 Insider Network is an online community where top executives from the Fortune 500 share ideas and offer leadership advice with Fortune’s global audience. Kim Jenett, vice president of human resources at BorgWarner, has answered the question: What can 20-somethings do to set themselves up for success?

Success is, in large part, about people. You may think my point of view is such because I work in human resources where people are our capital. While this is true, I believe my observations cross functional disciplines, industries, and even cultures. With more than three decades of corporate experience behind me—and thus the advantage of 20-20 hindsight—I offer three pieces of advice for long-term success, each of which has served me well.

First, find a mentor. I’ve had one, I currently have one, I have been one, and I am proof that they work. A mentor is someone who is more experienced and can help guide an individual in support of his or her professional development goals. It is someone who can guide you in making early career decisions and tough choices later on. A mentor has a neutral voice and a third-party perspective—someone who can provide new insights, wisdom, and experiences that you can learn from.

Early in your career, you may grapple with which direction might provide the next best stepping stone. It’s during this time of opportunity where you’ll want to quickly move through the ranks, and a mentor can help you see the broader picture and make thoughtful decisions.

When first starting out in my career, a mentor encouraged me to finish my education and guided me to an HR career. I completed a bachelor’s degree, a master’s degree, and then quickly progressed. These were crucial career-building steps that my mentor encouraged and nurtured, but I didn’t realize how impactful this guidance was at the time.

My mentor today is someone outside of BorgWarner who I talk to when I need an outside perspective on maneuvering through sticky situations—someone who I can turn to when I need advice.

While formal mentorships are important, informal ones can be equally so. In fact, many people have mentors and don’t even realize it. A sibling, a friend, and even a religious leader can be an informal mentor who offers an outside perspective and a set of his or her own experiences ripe with learnings.

Next up are your colleagues and co-workers. It’s critical not to underestimate the value of developing relationships—both up and across the organization. Even “bad” bosses offer lessons—even if that lesson is in how not to manage people.

So, how do you cultivate these relationships? Through face-to-face contact. I can’t stress this point more ardently. Facebook and your iPhone won’t get you there. You have to go out and meet with people. You will gain valuable insight from their verbal and nonverbal cues. Rich relationships don’t happen via text messaging. Relationships matter: They’re a significant part of the mentoring equation.

Be flexible, mobile, and open to new experiences

I see it time and again where people get so comfortable at a job that real growth and development become stagnant. But exciting things happen when you go outside of your comfort zone and take on new challenges. You’ll broaden your skills and view of the world, even if you’re moving across an organization vs. up. The key is knowing when to make these moves. You don’t want to job hop, but taking a job in a different location or a short-term assignment in another country, for example, can give you a set of skills and experiences that will set you up for long-term success.

This doesn’t mean there isn’t risk involved. You may have to work harder, and the work may be more challenging—some people aren’t willing to take that on. Before moving to Detroit, I was comfortably working in Chicago at a job I really liked. When I was offered a new opportunity that required me to move to a new state, my mentor pressed me to think very critically about what I had to lose and what I had to gain. I’ve been at BorgWarner ever since, and I can tell you without hesitance that the risk was well worth it. The move opened up a whole new world for me, with new relationships, new challenges, and new experiences. While it was way outside of my comfort zone, it helped me grow in a way that I couldn’t have ever imagined. And it opened up a number of future opportunities that helped shape a very successful career in HR.

Remember to always set yourself up for future success by being flexible, mobile, and open to a variety of experiences. It will truly make a difference and set you apart from others.