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職場導(dǎo)師制如何發(fā)揮實效

職場導(dǎo)師制如何發(fā)揮實效

Marty Zwilling 2012年03月27日
經(jīng)常聽到創(chuàng)業(yè)者抱怨良師難尋,或是導(dǎo)師效率太低。其實,與其他關(guān)系一樣,要想使導(dǎo)師制發(fā)揮作用,需要雙方共同努力。

????筆者非常推崇商業(yè)導(dǎo)師制,本人既為公司提供過指導(dǎo),也得到過導(dǎo)師的指點。最近,我經(jīng)常聽到創(chuàng)業(yè)者抱怨良師難尋,或是導(dǎo)師效率太低。其實,與其他關(guān)系一樣,要想使導(dǎo)師制發(fā)揮作用,需要雙方共同努力。

????大多數(shù)創(chuàng)業(yè)者認(rèn)為,導(dǎo)師就應(yīng)該是閱歷豐富的長者,就應(yīng)該親自為創(chuàng)業(yè)者提供指導(dǎo)和建議,并且要在創(chuàng)業(yè)者的事業(yè)中投入情感。他們從來沒想過自己也要有所投入,一方面,要培養(yǎng)與導(dǎo)師的關(guān)系,另一方面,要真正用心傾聽導(dǎo)師給出的建議,而不是心存抵觸。

????導(dǎo)師制以及其他個人發(fā)展活動可以快速增加個人在商界的價值和收入。布萊恩?特雷西在其新書《追求真正值得擁有的東西》(Earn What You're Really Worth)中也為我的這一觀點提供了佐證。那么,該如何尋找和利用合適的導(dǎo)師呢?以下是我特地為創(chuàng)業(yè)者總結(jié)的幾個要點:

????? 確定清晰的公司發(fā)展目標(biāo)。考慮理想的導(dǎo)師人選之前,首先要明確你希望導(dǎo)師為你提供哪方面的輔導(dǎo)。一位成功的財務(wù)主管不見得能夠為優(yōu)秀營銷策略的制定和執(zhí)行提供有用的建議。如果沒有目標(biāo),就永遠(yuǎn)無法抵達(dá)成功的彼岸。

????? 持續(xù)工作、學(xué)習(xí)和練習(xí),以便鞏固指導(dǎo)的效果。愿意學(xué)習(xí)和快速成長的人最能引起優(yōu)秀導(dǎo)師的興趣。這并不是要創(chuàng)業(yè)者盲目地接受指導(dǎo),但卻意味著創(chuàng)業(yè)者的確沒有找借口的時間,必須老老實實地努力理解、落實指導(dǎo)意見。

????? 不要要求導(dǎo)師拿出過多的時間,否則很可能招人煩。切記,最優(yōu)秀的導(dǎo)師通常都非常忙碌,所以,如果有人占用他們太多的時間,肯定會引起他們的反感。其實,最佳方案是請求導(dǎo)師在私下里專門拿出一小塊時間,比如十分鐘,同時準(zhǔn)備確實值得討論的問題。

????? 創(chuàng)業(yè)者在與導(dǎo)師的會面過程中應(yīng)該主導(dǎo)討論的過程。導(dǎo)師不應(yīng)該成為公司的主導(dǎo),創(chuàng)業(yè)者也不應(yīng)該指望導(dǎo)師能夠?qū)ψ约翰扇〉拇胧┗蚴〉姆桨柑峁氋F的反饋意見。最有效的做法是,創(chuàng)業(yè)者提出議題,力求得到具體的見解;但同時,也別忘了敦促導(dǎo)師給出更廣泛或相關(guān)的建議。

????? 切記導(dǎo)師、朋友與教練三種角色之間的區(qū)別。導(dǎo)師會告訴你需要聽到的話,而朋友也許只講你喜歡聽的話;商業(yè)教練的主要作用是幫助創(chuàng)業(yè)者掌握通用的技能,而導(dǎo)師的目的是根據(jù)具體情況為創(chuàng)業(yè)者提供指導(dǎo)。同一個人無法身兼數(shù)職。

????? 定期溝通進度和當(dāng)前的任務(wù)。要想使導(dǎo)師更愿意提供幫助,最好的辦法莫過于創(chuàng)業(yè)者向?qū)煴砻?,自己聽從了指?dǎo),而導(dǎo)師的幫助的確發(fā)揮了作用。同時,這也是繼續(xù)給導(dǎo)師分配新的指導(dǎo)任務(wù)、繼續(xù)學(xué)習(xí)新知識的一個巧妙方法。

????I'm a big fan of mentoring in business, and have been on both the contributing and receiving end of the process. These days, I seem to often hear from entrepreneurs who are struggling to find a mentor, or complaining about their lack of effectiveness. Like any other relationship, it takes work on both sides to make mentoring work.

????Most entrepreneurs view a mentor as someone older and more experienced who takes the time to personally give guidance, advice and takes an emotional investment in your success. They don't think about this process requiring an investment on their part, both in nurturing the relationship, and really listening, without being defensive, to advice given.

????Brian Tracy, in his new book, "Earn What You're Really Worth," solidifies my ideas on how mentoring, as well as other personal development activities, can quickly increase anyone's value and income in business. Here are some key points on how to find and utilize the right mentor, which I have adapted specifically for entrepreneurs:

????? Set clear objectives for yourself in your business growth. Decide exactly what it is you need mentoring on before you start thinking of the ideal person to work with. A successful financial executive probably isn't a good mentor for building and executing a great marketing strategy. If you don't have an objective, you won't know when you arrive.

????? Work, study, and practice continually to solidify the guidance. The very best mentors are the most interested in helping someone who is willing to learn and grow quickly. That doesn't mean you should accept any guidance blindly, but it does mean no time making excuses, and an honest effort to understand and implement action items.

????? Don't ask for too much time or make a nuisance of yourself. Remember, the best mentors are busy people, and they may be opposed to someone trying to take up a lot of their time. The best approach is to ask for small focused blocks of time, maybe just ten minutes, in private, and be prepared with real issues to discuss.

????? When you meet with a mentor, you should lead the discussion. Your mentor should not be driving your business, or expected to provide critical feedback on actions taken or missed. It's most effective if the entrepreneur proposes the agenda and drives for specific insights, but never forgets to press the mentor for broader or related implications.

????? Remember the difference between a mentor, a friend, and a coach. Expect a mentor to tell you what you need to hear, not like a friend who may tell you what you want to hear. A business coach is focused on helping you with generic skills, whereas a mentor's aim is to teach you based on specific situations. The same person can't be all of these.

????? On a regular basis, send a note to communicate progress and current tasks. There is nothing that makes a potential mentor more open to helping you than your making it clear that you are following through, and the help is doing you some good. This is also a good way to hand out and follow up on assignments to your mentor.

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