教導不喜歡你的人

領導主管們通常傾向于教導“自己人”。這是源於人性：即使我們認知差異化可以增進創意與解決問題、以及制定決策的能力，但是人們通常比較願意支持與投資最喜歡自己的屬下員工。

身為導師，自然會有要維護尊嚴的心理。但是，這不會對事情有幫助。我們必須同樣對不那麼喜歡我們的人，給與承諾，引導他們成長發展，而非只是指導和我們自己趣味相投的人。

我們有可能過度忽略了我們團隊需要的發展需求，我們會忽視掉團隊中的弱勢者。 然而，如果你是一名軍官，你對你所領導的部隊成員無所選擇，無論他們是否喜歡你，你都必須確保部隊里的每個成員都是訓練精良的戰士，你必須挖掘出每個戰士的潛能。

然而，如果你不能夠讓他們知道你在關切他，他可能就不會舉手，說出他們面臨的問題，或是分享他們的意見。作為領導者，你有必要避免你們之間的隔閡。

在團隊中，有些人可能會因為宗教信仰、政治主張，或是其他原因，受到歧視。要人們覺得你沒有歧視，你可以先安排他參與多宗教、多政治意向的人的組織活動，如此，他不僅可以感受如何調適自己，也可以認知你是如何看待各不同價值來源的人。也就是說，你以無歧視的態度，願意給他參與領導其他人的機會，就如你給他和他的同儕一般的領導。他有機會證明他的信心和能力。他有機會貢獻與塑造團隊文化。

首先，他必須快速地認知其他的領導者如何看待他，他對領導的假設是如何的？並且他必須接受上級領導對他的績效的評估。

他將面臨自己在無意識中散發的對別人的偏見，以及認知到自己的信心正在成長中。換句話說，他已經和過去不同了，他處於動態的變化中。他有必要調適自己。

他的上級領導要注意到他的領導動機與目的，以及他正面臨著哪些困惑？

其中一個重點，是給他更高的挑戰。這包含了提示他如何調適自己來接受有效的項目管理，如何領導跨部門的協作，如何取得跨部門領導的支持？

最重要的，是要讓他感受到領導工作是有意義的，是符合他的興趣與價值觀。你對他的指導，是符合他的利益，而非只是你的利益。

你必須挖掘出他的天賦、志向、目標，並且協助他能夠設計出學習成長的步驟。

這也就是說，你的導師工作，是以學員的需求與成長為導向，而非以符合你自己的性格、興趣為導向，你不能只局限在要建立一個支持你的“幫派”。

Teach people who don't like you

Leaders tend to teach their own people. This is due to human nature: even though our cognitive differentiation can enhance creativity and problem solving, as well as decision-making ability, people are usually more willing to support and invest in their employees who like them best.

As a mentor, there will naturally be a mentality to maintain dignity. But that won't help. We must also give commitment to people who don't like us and lead them to grow and develop, not just people who know our own interests.

We may overlook the development needs of our team. We may overlook the disadvantaged in our team. However, if you are an officer, you have no choice about the members of the forces you lead. Whether they like you or not, you must make sure that every member of the forces is a well-trained fighter, and you must tap the potential of every fighter.

However, if you can't let them know that you care about him, he probably won't raise his hand, talk about the problems they face, or share their opinions. As a leader, you need to avoid the gap between you.

In teams, some people may be discriminated against for religious beliefs, political opinions, or other reasons. To make people feel that you are not discriminated against, you can first arrange for him to participate in the multi-religious, multi-political people's organizational activities, so that he can not only feel how to adjust himself, but also recognize how you view people from different sources of value. That is to say, you are willing to give him the opportunity to lead others in a non-discriminatory manner, just as you give him and his peers the same leadership. He has a chance to prove his confidence and ability. He has the opportunity to contribute and shape team culture.

First, he must quickly understand how other leaders view him and what his assumptions about leadership are. And he must accept the evaluation of his performance by his superiors.

He will be confronted with his unconscious prejudice against others and the growing awareness of his confidence. In other words, he is different from the past, he is in dynamic change. It is necessary for him to adjust himself.

His superior leaders should pay attention to his motivation and purpose of leadership, and what confusion he is facing?

One of the key points is to give him a higher challenge. This includes prompting him how to adjust himself to accept effective project management, how to lead cross-departmental collaboration, and how to obtain support from cross-departmental leaders.

The most important thing is to make him feel that leadership is meaningful and in line with his interests and values. Your guidance to him is in his interest, not just yours.

You must tap into his talents, ambitions, goals and help him design the steps of learning and growth.

That is to say, your mentor's work is guided by the needs and growth of students, not by your own personality and interests. You can't confine yourself to building a "gang" to support you.