最好的導師做什麼？

導師有很多種。除非領導人牢記一些共同的原則，否則這並不總是起作用。

領導者如何根據不斷變化的、更有目的的、更高科技的工作環境來更好地判斷和發展他們的才能。一個重要的特點突出了：他們盡其所能把自己的“善良”印到別人身上，讓別人覺得自己更像是一個完美的人。換句話說，最好的領導者實行的是一種領導形式，而不是創造追隨者，更多的是創造其他領導者。他們是怎麼做到的？我們注意到最好的導師做的五件事：

將師徒關係看的比實際的指導重要。很多時候，我們看到許多導師將自己成為一名“檢驗者”的角色，而非關注于真實的事情與和學徒之間的關係。真正的導師要取得成功，需要有一個導師和學徒之間的基礎化學作用。即使是最好的設計指導方案並不能代替真正的導師和學生之間互動關係。師徒關係需要融洽。它促使人們打破他們的正式角色和頭銜（老闆和雇員），並找到共同點。

注重人格特質而非工作能力。許多導師會認為導師培訓是一項專注於讓學徒獲取工作技能的培訓專案。顯然，透過培訓可以讓學徒可以獲得掌握成為特定職位所需要的必要能力。但是最好的領導者不僅需要工作能力，還包含專注於幫助塑造他人的性格、價值觀、自我意識、同理心和尊重的能力。從長遠來看，這些人格特性有一個硬道理，這些基於價值的人格品質比工作技能的提升重要得多。有很多方法可以引導人們圍繞這些價值觀，並建立更大的自我意識。

積極樂觀，而控制你的憤世嫉俗。導師需要成為能量的提供者，而不是接受者。考慮一下為什麼一個想法可能會奏效，然後再考慮它為什麼不可能。我知道這樣的想法最好的方法是24×3規則樂觀。有效的領導者都積極樂觀，先看到機會，再思考掌握機會的幾項選項，接著務實的思考具體的目標，與將要面臨的挑戰。人們習慣于傳統的失敗，而不喜歡非常規的成功。人們看不慣有人突然成功致富，而未見到他過去的潦倒失敗與做過的創新努力。優秀的導師會鼓勵發展樂觀務實的態度，而非悲觀漠視的心理。.

忠於你的學員勝於對公司的責任。當然，我們都想留住我們最好的和最聰明的。我們也希望我們的人員在我們的組織中發揮作用。就是說，最好的導師承認，領導是一種責任和服務他人，並激發出他們的承諾，以完全無私態度，致力於服務同事和員工，是獲得最佳利益的最好策略。不要只是想挖掘你的學員的優勢能力，而應該去.尋找他們內在的激情，幫助他們找到他們的需求。我們大多數人經驗豐富的人，都認知到朋友、宗教領袖和家庭成員，是我們工作場所的嚮導。那麼，為什麼我們不能在工作場所帶來同樣高層次的信任和支持呢？在很多情况下，我們應該為學員做的，不僅僅是職業導師。

最好的導師會避免只想要協助學員去實現他的夢想。如果一個員工和或是他的工作不適合，或者一個雄心勃勃的員工在現實上沒有足夠的上進心，那麼一個好的導師會幫助員工前進。或是告訴他，他可能更適合組織中的另一個角色，甚至是其他地方的新發展路徑。

在最高層次上，優秀的導師的本質是“好人”，致力於幫助別人成為具有完整的人格。

What does the best mentor do?

There are many kinds of mentors. This does not always work unless leaders keep in mind some common principles..

How leaders can better judge and develop their talents based on a changing, more purposeful and more high-tech working environment. An important feature is that they do their best to print their own good to others, and make others feel like a perfect person. In other words, the best leaders practice a form of leadership rather than creating followers, and more about creating other leaders. How did they do it? We notice the five things that the best mentor does:

Mentoring is more important than practical guidance. Most of the time, we see a lot of mentors who become themselves "examiners," rather than focusing on the relationship between the real thing and the apprentice. Real mentors need to have a basic chemistry between mentors and apprentices to succeed. Even the best design guidance does not replace the real interaction between mentors and students. Mentoring needs rapport. It causes people to break their formal roles and titles (bosses and employees) and find common ground.

Focus on personality rather than work ability. Many instructors believe that mentoring is a training program focused on getting apprentices to work skills. Obviously, through training, the apprentice can acquire the necessary ability to master a specific position. But the best leaders need not only the ability to work, but also the ability to help shape other people's character, values, self-awareness, empathy and respect. In the long run, these personality traits have a hard truth, and these value based personality traits are much more important than job skills. There are many ways to guide people around these values, and to build a greater sense of self.

Be positive and control your cynicism. Mentors need to be the provider of energy, not the recipient. Think about why an idea might work, and then think about why it's impossible. I know that the best way to do this is to be optimistic about 24 x 3 rules. Effective leaders are optimistic, first see opportunities, and then think about several options to grasp the opportunity, followed by pragmatic thinking, specific goals, and will face challenges. People are used to conventional failures rather than unconventional successes. People don't like someone suddenly get rich, but he did not see the past failures and down done innovation efforts. Good mentors encourage an optimistic and pragmatic attitude rather than a pessimistic, dismissive attitude. .

Be true to your students than on the responsibility of the company. Of course, we all want to keep our best and brightest. We also want our people to play a role in our organization. That is to say, the best mentor acknowledges that leadership is a responsibility and service to others, and to inspire their commitment, to be completely selfless, to serve colleagues and employees, is the best strategy to get the best interests. Instead of just digging out the strengths of your students, you should go and find their inner passion and help them find their needs. Most of us, experienced people, recognize friends, religious leaders and family members as guides to our workplace. So why can't we bring the same high level of trust and support in the workplace? In many cases, what we should do for students is not just professional mentors.

The best mentor will avoid just helping the student achieve his dream. If an employee or his work doesn't fit, or an ambitious employee doesn't have enough motivation in reality, a good mentor will help them move forward. Or tell him that he might be better suited to another role in the organization, even elsewhere.

At the highest level, the essence of an excellent mentor is "good man" and is committed to helping others to become a complete personality.