Although this relationship is healthy and efficient, it is not easy to establish. First of all, judge whether our relationship with leaders is a learning relationship. There are three criteria for judging whether a boss or subordinate can become a workplace mentor:
First, in the conversation, there are a lot of topics about personal growth. Leadership not only teaches you to do business, but also teaches you how to be a man and how to become strong. Second, the frequency of psychological comfort to subordinates is high. In the general relationship between superiors and subordinates, it is also common for leaders to comfort and encourage subordinates, but when subordinates mention their confusion and confusion in the workplace and even in life, they can all be comforted and guided by leaders, so there is a high probability that it is a mentoring relationship.
Third, arranging future behaviors for subordinates is the biggest difference between them and ordinary subordinates. Ordinary subordinates are the tools of leadership. When the leader is promoted, he will not consider the future.
There is no doubt that leaders actively guide your growth and even arrange your progress.
The relationship between master and apprentice is closer and stronger than the general relationship between superiors and subordinates. From this relationship, superiors and subordinates can get feelings similar to friendship and affection, and this relationship is also full of "self-exposure" of each other. Mentoring career development plans are mutually transparent, and they may even enjoy some personal resources and even have contact with each other's family members. Self-exposure is a double-edged sword, which can push the relationship closer. But once the relationship breaks down, it will also do great harm to both sides. Being betrayed by a master or apprentice is much more painful than being hurt by an ordinary superior or subordinate.
To run a learning relationship, we must first have appropriate limits. In the relationship between master and apprentice, the apprentice should not be afraid of fatigue, but should study hard to serve the master. Master found that his apprentice's wings were hard, so he had to send him to Gaozhi quickly. Two people should not control or depend on each other. Only in this light and watery relationship can they maintain a long-term friendship. The premise is that everyone should be reliable. Before concluding a relationship, carefully screen whether it is necessary and worthwhile to conclude.
From the apprentice's point of view, usually the superior leader is your master. First of all, take the initiative to become a friendly superior-subordinate relationship with him, and then express your willingness to make progress and learn things. If you choose a master, the strength of the leader is not so important (the leader is stronger than you no matter how weak), the key is personality. Leaders who extort subordinates, accept bribes and commit corruption must stay away from them; Don't be a disciple of a leader whose temper is unpredictable and may attack at any time.
From the leader's point of view, apprentices with these virtues are generally popular: active, special and well-connected. Leaders should pay attention to finding a special relationship with their disciples: don't overcharge, choose the best fattening and keep growing. If you are mentally aging and stop growing, you will become a burden and obstacle to your subordinates, and naturally you will not be able to keep outstanding subordinates.
Summary: The mentoring relationship in the workplace is a fame and fortune alliance. ? May be full of warmth, but also more fault-tolerant and tolerant than ordinary superior-subordinate relationship. There is an alliance, there is an ending, a decent breakup is stronger than anything, and it may become another influence on another occasion.