You can ask, "What is an untrained teacher and what am I looking for in an unknown mentor?" First, let's explain the idea of instructions. Some companies use formal instructional programs that match less experienced employees (mentees) with more experienced employees (mentors) for the purpose of sharing knowledge. Mentors provide mentors training, suggestions and tips on what to keep in mind in their work, ways to grow a career, etc. from the point of view of someone who has been there / done it. Teachers are generally not a guiding mentor, because mentors need to be equally interested in the responsibility of all of them in the group. If the instructor was spending more time in training / developing one particular individual over another, it could be considered as favoritism by the other team. This could cause the team to work together.
The purpose of the Leadership Association is to provide a mentor with someone to help them resume their career and be sounding the table for any questions, dissatisfaction, or achievements the supervisor may have. The idea of untrusted teacher works a bit different from typical suggested communication because "Unknowing Mentor" does not know they are guiding you! You can schedule a meeting with them and let them know that you are happy that they are mentors and you listen to getting to know them better. But I do not advise. Your unknowing mentor will not have a formal role in your development, but they will make a lot of effort. Being able to monitor and how they interact with the environment will give you great information to consider and use as you feel comfortable.
I started using this method very early in my work and I could choose and choose various behaviors and skills from Unknowing Mentors that helped me create my own personal style. The person I used to work with always had managers and bosses in his office talking about various things. I wonder: "How can I build the same report with people?" What I saw was that he was a good listener. When he encountered someone's trouble, he did not make a solution for them (though he could easily) but instead asked him for a background of the problem. How did you get here? What led to this? What has been done? Whoever has the problem would speak, and when they felt, My Unclean Mentor asked more questions. The man would start to see that there were several options out there. They just needed someone to help them realize it, and my Untrue Mentor did this by listening and asking questions.
Another Untrue Mentor taught me how to deal with executives in an effective and respectful manner (which can be difficult from time to time). Likewise, an instructor also had an exercise of having an individual's problems until resolved. When it was necessary to make a request to another, she always said at the request of the applicant to come back to her if they did not get follow-up within a reasonable period of time. She would continue to hold the case until the man was happy. Both of these individuals were considered highly qualified within the organization, motivated by the right things and matched the company's culture. I have been able to accept the lesson, adapt them to fit my own style and grow only faster in a professional manner than if I had to learn that lesson on my own.
Now that we have defined Untrusted Mentor, where do we find one? Hopefully you will be able to find one or two potential candidates within the working group using the process I'm describing. The process identifies individuals who have practices and behaviors that are worth a model that can lead to success in a career. I need to point out that my definition of success is not gaining power, opinion and money, but being balanced, participant and growing employee.
Over the years I have started to evaluate people against three different factors. I find these factors because they are blind at any demographic scale (race, gender, etc.) and simple observation can be recommended. I'm sharing this because I once explained that I find this tool that can be used to evaluate potential candidates for the role of your "unknown mentor". What you want to find in your workgroup / team / department, etc. is the one who shows the positive aspects of each of the three areas I'm going to explain.
Factors that I use to rate people are:
1. How Well They Do What They Do (Skill)
2. Why do they do what they do (motivation)
3. How well do they fit within their employer (match the culture)
I define each of these as follows:
Ability: This is the easiest of three to define because it describes someone who is technically good at what they do. There will usually be someone with a reputation as "best" or one of the "top performers." It may be a customer service representative who always receives a large number for customer satisfaction, sales representative who continuously meets or honors his or her goalkeeper or employee who deals with problems quickly and efficiently. In other words, the person knows his subject and has a reputation for excellence. You can decide who meets this requirement through conversations with your manager, peers or others in the group.
Your boss and colleagues & # 39; Opinions are equally important for your observations for this part. Some individuals may look like they know what they are doing, but they do not monitor the results or the results they provide are inaccurate. My friend used the term "tennis vita" to describe an employee who looked good but could not play. If you have ever noticed someone dressed in the latest equipment on a ski slope, beach or tennis court but who looks completely lost when trying to ski, surf or play tennis, you understand what I am talking about. Your manager and colleagues will have a very strong opinion on someone like this. Any employee who plays a good game but does not succeed affects everyone in a negative way and usually has a reputation as such.
Motivation: Short talk to the man to find out why they do what they do, you have to start whether you are judging for this part. With incentives, we are looking for someone with a work decision based on the sense of responsibility and desire to deliver what they should own. The best colleagues I have had were those who understood that they had certain responsibilities and they went through this responsibility because people were dependent on them or because they were committed to such a high standard. These people did not care about their work – not because their job was defined as they were, but because they knew what they did they reflected again. They wanted to show their talents. If they could not deliver as promised, they realized that you acknowledge this and that your needs were summarized as to who could do the job.
Those who do not meet this feature are those who just come to work because they need labor and will probably hang until something else happens (layoff, termination, death, lottery, etc.). They really do not care if you get what you need or if you get answers to other questions. If they are late with something you need, they are late. If you do not like what you got from them or what they did for you? Difficult. They only work here.
You will not get anything from watching these people.
Match the culture: This is one thing you will definitely collect from observation, and it may take some time to figure out which one fits the culture. But people who match the culture you work with carry some of the best information. Unknown trainers can offer tips on how to survive in the current environment. Business culture is defined by people, and since people are by nature very different, some prosper in certain cultures and some do not. The people you see growing within a business is the one that has responded well to corporate culture, whatever it may be. The cultures tend to repeat because if one type of person is good in culture and culture is made by people like them, they tend to bring other people like them into culture and so on and so on. This can be both good and bad.
Successful behavior can bring people with successful behavior, and conversely, people with unsuccessful behavior can bring people with unsuccessful behavior. You've probably heard of "cultural change" and how it's hard for you … almost impossible. Cultural change is difficult because there are usually a small number of people trying to persuade a large number of people to change how they think and work. It's not easy because the main people liked how things were, and now this little group of voices is asking them to change. Without a convincing reason to change, people tend to be as they are.
As stated, all companies have their own culture. If someone has been with the company for a while and have moved up and / or looked so good, they are likely to show behavior that is consistent with the business as a whole. For example, if the company has a culture that wants action and an individual is the one who always seems on the move and is in the midst of many things, it would probably be a good cultural capability. Or if the cultural values of the hierarchy, respect for levels and titles and individuals seem to have contributed to respect for them at a higher level and know how to manage that relationship, they are well suited to culture.
Individuals who do not fit culture will face you. Anyone who does not fit seems to always be in violation of people, either by their words or by their actions, may not speak well about the company and / or its role or appear to be inconsistent with the general environment. An example of the latter might be someone with a loud, boisterous communication style that works in a company that is relatively low key and polite in their relationship.
On the basis of this brief explanation, I hope you understand how an unfriendly teacher might be useful and how you can find one. You can have many stranger trainers in your work – there is no limit and you can find them to be an easy way to increase your own ability with minimal effort. It's definitely a phone call about who you choose to do your unknown mentor, but the good thing is that you have no way to try it. Nobody will ever know. If you follow the above instructions, you can be happy with what you learn.
Issue from License Campus and Going to Work
by T. Jason Smith
Aspen Mountain Publishing
Release Date April 12th , 2006