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擁有導(dǎo)師是職業(yè)生涯最寶貴的財(cái)富之一，成為導(dǎo)師也是件很有意義的事,。如果導(dǎo)師和學(xué)生都希望從這段經(jīng)歷中有所收獲,，請一定要記住：這段師生關(guān)系不僅僅包括職業(yè)建議,。如果有人請你做導(dǎo)師,，對方真正想問的是：你會(huì)不會(huì)支持我，積極幫助我成長,，幫我成功,？導(dǎo)生希望有人能信任他們，愿意為他們在職業(yè)上獲得成功真正投入心血,。許多人把師生之間的情誼描述得很抽象,，但對我而言，做導(dǎo)師就像在做一個(gè)項(xiàng)目,，成果是看得見摸得著的,，目標(biāo)就是導(dǎo)生的成功。

我指導(dǎo)過各類水平的導(dǎo)生,，職業(yè)生涯中也有幸得到一些聰明絕頂又十分慷慨的人指教,。我認(rèn)為，最出色的導(dǎo)師都擁有以下三種特質(zhì)：

有聆聽的技巧

誰都可以跟別人坐在一起聊聊工作,，但如果沒有掌握聆聽的技巧,，談下來對導(dǎo)生也不會(huì)有多大幫助。優(yōu)秀的導(dǎo)師不僅會(huì)花時(shí)間傾聽，還會(huì)注意與導(dǎo)生互動(dòng),，找出他們前進(jìn)中的阻力,，進(jìn)一步了解導(dǎo)生對個(gè)人遠(yuǎn)期規(guī)劃、近期目標(biāo),、對當(dāng)前的職業(yè)有多少熱情,、這份工作是否適合成為終生職業(yè)。他們有什么突出的才華,？又有哪些局限,？導(dǎo)師應(yīng)該從言語之間體會(huì)出對方?jīng)]有說出口的心思。倘若不能努力深入了解導(dǎo)生,，導(dǎo)師永遠(yuǎn)無法提供真正有效的支持,。導(dǎo)師首先需要做聽眾，而不是當(dāng)主講,。

懂得學(xué)生想問什么

還有一點(diǎn)至關(guān)重要,，就是導(dǎo)師要領(lǐng)會(huì)學(xué)生希望從這段師生關(guān)系中獲得什么。為什么某人找你當(dāng)導(dǎo)師,？對方希望你有什么能拿出手的本事,，尤其是有什么能幫到他的本事？對導(dǎo)生和他們的目標(biāo)有個(gè)大致了解,，才能弄清如何幫助他們成長,。如果他們的請求不明確，一定要讓他們描述清楚,。在指導(dǎo)學(xué)生從新的角度看待事物時(shí),，導(dǎo)師的理解力是最重要的。

這樣一來,，當(dāng)導(dǎo)生帶著職業(yè)中某些問題來找你時(shí),，憑借對他們的強(qiáng)項(xiàng)和弱點(diǎn)的深刻了解，你能瞬間明白他們?yōu)楹蜗蚰闱笾?，并能很快指?dǎo)他們找出新方向,，嘗試新的解決方法，或者另辟蹊徑找出新方案,。

采取行動(dòng)

聆聽和分享知識(shí)是所有師生關(guān)系中的重要環(huán)節(jié),，不過，真正優(yōu)秀導(dǎo)師的特別之處在于,，他們會(huì)愿意為導(dǎo)生切實(shí)做事,。一位好的導(dǎo)師應(yīng)該相信導(dǎo)生，從而愿意為他們擔(dān)風(fēng)險(xiǎn),。具體來說包括將導(dǎo)生介紹給可能有助于他們職業(yè)發(fā)展的人,；導(dǎo)生對某家公司有意時(shí),，幫著把簡歷轉(zhuǎn)發(fā)給那家公司里的熟人；帶導(dǎo)生參加會(huì)議,，或幫他們報(bào)名一同參會(huì),；建議他們參加某些可能對職業(yè)經(jīng)歷有益的會(huì)議或項(xiàng)目。站在導(dǎo)生的角度找可行機(jī)會(huì),，再積極想辦法牽線搭橋,，能做到這樣就是真正用心提攜后輩的好導(dǎo)師。

如果能做到上面說的幾點(diǎn),，這段師生關(guān)系對學(xué)生來說就是無價(jià)之寶,，導(dǎo)師也會(huì)很有成就感。不過,，導(dǎo)師和導(dǎo)生都應(yīng)該銘記,，沒有導(dǎo)師能時(shí)時(shí)刻刻方方面面地幫助學(xué)生。所以導(dǎo)生應(yīng)該有多名導(dǎo)師,，每位各有專長,，能幫助學(xué)生應(yīng)對不同的目標(biāo)或者挑戰(zhàn)。有些導(dǎo)師可能善于提供升職方面的策略性建議,，還有些導(dǎo)師擅長幫助學(xué)生在工作與生活之間保持平衡,。作為學(xué)生，首先應(yīng)該確定自己的需求,，然后和該領(lǐng)域的精英建立師生關(guān)系。無論年紀(jì)長幼,，也不管職位高低,，尋找導(dǎo)師接受指導(dǎo)都有必要。不管你在職業(yè)中的哪個(gè)階段,，找一些可以信賴的導(dǎo)師,，從多方面的提取意見都是大有裨益的。（財(cái)富中文網(wǎng)）

譯者：Pessy

校對：夏林

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. Val DiFebo, CEO of Deutsch New York, has answered the question: What are three qualities that make a good mentor?

While having a mentor is one of the most valuable things you can do in your career, being one can also be a hugely rewarding experience. To get the most out of it, both for you and your mentee, it’s important to remember that mentorship involves more than just giving career advice. When someone asks you to be their mentor, what they’re really asking is: Will you champion me and actively help me grow and succeed? Mentees want someone to believe in them and be willing to make a personal investment in their professional success. Though many people think of it in more abstract terms, to me, being a mentor is a project with tangible results: the success of your mentee.

As someone who has mentored people at all levelsand had the good fortune of being mentored by some incredibly smart and generous people during the course of my career, I feel these are the three qualities the best mentors consistently possess:

Listening skills

Anyone can sit and chat with someone about a job. But without real listening skills, that conversation won’t be very helpful to your mentee. Good mentorstake the time to listen to and engage with their mentees. Find out what makes them tick. Dig deeper to find out where the mentees see themselves in the future, what their more immediate goals are, how their passions align with their careers, and how their jobs fit into the rest of their lives. What are their talents? What are their limitations? Read between the lines to identify what they haven’t shared. Without making a concerted effort to get a full picture of your mentee, you can never be a truly effective mentor. And that begins with listening, not talking.

Understanding the ask

It’s critically important to understand what your mentee is hoping to get out of the relationship. Why does this individual want you as their mentor? What are they hoping you can bring to the table and how, specifically, can you be an asset to them? Forming a foundational understanding of your mentee and their goals is key in discerning your role in their development. If they aren’t clearly framing up their ask to you, make sure you push them to define it. This understanding is most valuable when guiding them toward new perspectives.

While your mentee may come to you with questions about one facet of their career, your intimate knowledge of their strengths and weaknesses coupled with a crystal–clear understanding of how they are looking to you for help will enable you to guide them in a new direction, consider a different solution, or spark an idea that would never have occurred to them.

Taking action

Listening and sharing knowledge are important facets of any mentoring relationship, but what sets really great mentors apart is their willingness to actually do things for their mentees. Good mentors should believe in their mentees enough to take risks for them. That means introducing them to peoplewho could be helpful to their careers, passing on their resumes to your contact at a company they’re interested in, letting them shadow or attend meetings with you, or pointing them toward a conference or program that could enrich their careers. Keeping an eye out for tangible opportunities that you can initiate on behalf of your mentees, and then taking action to connect them, is the truest sign of a dedicated, valuable mentor.

When all of these qualities come together, a mentoring relationship becomes incredibly valuable for the mentee and personally rewarding for the mentor. Those on both sides of the mentoring relationship should remember, however, that no mentor can be all things at all times to a mentee. It’s important to build a roster of mentors, each of who are specially equipped to help with a different goal or challenge. Some mentors might be great at giving strategic advice for climbing the ranks, while others excel at helping balance work and life. Identify your needs, then seek out a relationship with those whoseem to be excelling in that area. You’re never too old or important to be mentored. Having a trusted, well–rounded team to turn to for perspective is valuable at any stage of a career.