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网络培训虽强大,优秀导师更难求

Stephenie Overman 2011年09月06日

培训软件出现以后,公司对员工的业务指导变得更加简便易行;但要想真正有所收获,还需要在建立良好的师徒关系上多下功夫。

    谢尔曼称,为了充分发挥这份师徒关系的作用,“我们讨论了我作为学员的责任,以及我的预期和目标。我们共同制定了一份会面时间表,而且我要负责引导我们之间的对话,使我们在一起的时间能够得到最充分的利用。她会提出一些非常犀利的问题,这些问题总能启发我思考。”

    谢尔曼称,有了柏林格的支持,她负责了一个大规模重组项目,为班纳健康中心节省了800,000美元开支。

    公共会计事务所Clifton Gunderson的CEO克里斯•麦克玛斯特认为,最优秀的导师“能使学员超越自我,就算以前想都不敢想的事情,现在也有信心做到。”

    在麦克玛斯特的职业生涯中曾有过多位导师。她说,Clifton Gunderson发现,最好是采用传统的方法,实现导师和学员的有效对接,比如为税务、担保或会计等岗位的员工配备在同一领域具有丰富经验的人担任导师。这样,“学员就能很好地认识自己的岗位。”

    麦克玛斯特在成为CEO之前,她的导师是公司当时的CEO。她说:“他把重担交给我,要求我取得成功。但他并没有对我进行填鸭式的教育。”

    麦克玛斯特举例说,比如“我去跟他说,公司的人员流动让我很不满意。他跟我说:‘那你拟一份策略文件,看看我们应该作出哪些改变。’我参考了其他专业服务机构,并定期与他会面。他每次都会提出建议。当时,我没有任何人力资源背景。这种师徒关系让我受益匪浅。”

坚守基本原则

    路易斯•扎克利建议导师和学员在明确关系之前,先确定基本原则。“一开始就要把所有问题谈清楚。共同讨论一下双方将面临的障碍、保密性问题,以及万一没能达到预期效果,如何终止双方的关系等?”

    扎克利建议,作为学员,最好确立一个流程,安排时间定期接受导师的指导。根据自己的需求,有的放矢地寻求导师的帮助。时常反省,自己是否正在逐步接近目标。她说:“要保证自己的方向正确,千万不要等到事情脱离正轨才去补救。”

    丹尼尔•德鲍称,要保证这种关系的正确方向,可以借助社交软件。“这种软件为双方提供了共同的私人空间,双方都可以在这里做笔记、设定目标。”

    如果以专业态度来处理与导师之间的关系,那就没有必要为占用导师的时间而感到内疚。扎克利称:“我们在调查和采访中发现,导师学到的东西比学员还多。辅导的过程让导师从新的视角,重新审视他们正在从事的工作;他们也可以藉此更好地了解自己供职的公司和所在领域内的动态。”

    翻译:刘进龙/汪皓

    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."

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