碩士可以跟別的導師做實驗嗎_如何成為一名導師可以成為雙刃劍

碩士可以跟別的導師做實驗嗎

Mentoring is the ability to give advise or train someone, often times, who is less knowledgeable in a particular field. This is pretty much common place in tech companies. There you usually have senior developers who, besides being a technical stronghold, use their time and skill to bestow their knowledge and enhance the skills of the less qualified developers.

指導是指經常對某個特定領域缺乏知識的人提供建議或培訓的能力。這在科技公司中非常普遍。在這里，您通常會擁有高級開發人員，他們不僅是技術據點，還利用他們的時間和技能來授予他們的知識并提高素質較低的開發人員的技能。

Mentoring has become quite a rite of passage where nowadays, you are looked upon to be a mentor, regardless of the position in your company. Most companies never state this as a prerequisite to getting a job, but it is well hidden by the all too familiar requirement of being “a team player”.

如今，無論您在公司中的職位如何，都將指導老師視為指導者，這已成為一種很容易的事。大多數公司從來沒有把這作為獲得工作的前提條件，但是被“團隊合作者”這個非常熟悉的要求所掩蓋了。

A mentor doesn’t specifically have to be someone who has a ton of experience or a strong grasp over as many fields as possible. You can become a mentor by being the developer who recently delved into a specific section of code that not everyone is aware of or by taking ownership over a certain concept.

導師并不一定非要是擁有大量經驗或對盡可能多領域有深刻了解的人。您可以成為一名導師，方法是成為一名開發人員，他最近鉆研了并非所有人都知道的特定代碼部分，或者通過擁有某個概念來擁有所有權。

While it may seem like mentoring is a win-win situation, where both sides benefit, the reality is quite the contrary.

指導似乎是雙贏的，雙方都受益，但事實恰恰相反。

為什么導師稀有 (Why Mentors Are Rare)

Mentoring is not a teachable trait, and it is very rarely something that can be inspired in people. You either have it or you don’t. Some people may want to become mentors or state they are, but they lack the minute details of what it means. If you do not know how to approach different people or you don’t possess the ability to pass knowledge down in a constructive manner, being a mentor is not something you should consider. For these reasons, people who other people consider as mentors are few and far apart. That is why, in part, most organizations try to distill in their workers the spirit of mentorship.

指導不是可教的特質，很少會在人們身上得到啟發。您要么擁有，要么沒有。有些人可能想成為導師或陳述自己的身份，但他們缺乏含義的詳細信息。如果您不知道如何與其他人打交道，或者您不具備以建設性的方式傳授知識的能力，那么就不應該考慮成為一名導師。由于這些原因，被他人視為導師的人很少而且相距甚遠。這就是為什么大多數組織在一定程度上試圖在其員工中提倡導師精神的原因。

Don’t give companies too much credit though. While it may seem like companies are working to spread mentoring around to help drive workers in a professional way, there is another aspect to look at. When you have only one person which holds information about a specific feature, which is sometimes referred to as “heroes”, you are at a risk of a substantial loss of knowledge when that person leaves. With mentorship, instead of having one person who holds crucial data about the product that everyone leans on, you can spread that knowledge around. Creating a more stable foundation in case of an earthquake.

但是，不要給公司太多信譽。看起來公司似乎正在努力開展導師制培訓，以專業的方式幫助工人，但還有另一個方面需要考慮。如果只有一個人擁有有關某個特定功能的信息(有時稱為“英雄”)，則該人離開時，很有可能會失去大量知識。有了指導，您不必讓一個人掌握每個人所依賴的產品的關鍵數據，而是可以傳播這些知識。為地震創造更穩定的基礎。

是什么驅使人們成為導師 (What drives people to become mentors)

No one is truly altruistic, but in our day to day lives, we tend to want to help others around us. Some more than others, but the general principle is “do unto others as you would have them do unto you”. The same thing applies in our jobs, where we are confronted with daily opportunities to abide by that saying. Most people who see themselves as mentors, look at their fellow colleagues and see in them a past version of themselves. Meaning, they see themselves when they were less skilled and less capable and remember how they yearned for some guidance. Some of them where actually mentored by someone, lighting the fuse that ignited their will to become a mentor. But some just realize they want to be that person who helps people evolve and advance professionally. Mentors actually enjoy seeing their surrounding becoming better at what they’re doing and in part, support a healthy working environment where people aren’t only defined by their specific position. This satisfaction is a key part in why people become mentors, but it is also the Achilles heal that can bring them down.

沒有人是真正的利他主義者，但是在我們的日常生活中，我們傾向于幫助周圍的人。比其他人做得更多，但是總的原則是“對別人做，就像您希望別人對您做的那樣” 。同樣的事情也適用于我們的工作，我們每天都有機會遵守這一說法。大多數將自己視為導師的人會看著他們的同事，并在其中看到自己的過去版本。意思是，他們在技能和能力較低的時候看到自己，并記住他們渴望獲得一些指導的過程。其中有些人實際上是由某人指導的，點燃了點燃他們成為導師的意愿的保險絲。但是有些人只是意識到他們想要成為幫助人們專業發展和進步的人。導師實際上很樂意看到周圍的環境在做的事情上變得更好，并且部分地支持健康的工作環境，在那里人們不僅根據自己的特定職位來定義。這種滿足感是人們成為良師益友的關鍵部分，但也是使他們失望的致命弱點。

完美世界 (A Perfect World)

In a perfect world, mentors would be the most popular people in their group, receiving the highest salaries and getting the respect they deserve. But as far as company culture goes, it’s survival of the fittest. In today’s world, you are measured only by your proficiency and efficiency. This leads to constant power struggles where people are fighting to advance their career and level up in the company’s job ladder. Due to this and in combination with inner politics, mentors are usually the ones holding the short stick. Mentors are nurturing the people around them, but are not necessarily being taken care of professionally. Because of this, certain situations can arise where mentors are basically digging their own way out of the company. Take this scenario as an example:

在一個理想的世界中，導師將是他們團隊中最受歡迎的人，他們將獲得最高的薪水并得到應有的尊重。但是就公司文化而言，這是優勝劣汰的條件。在當今世界上，您僅以自己的熟練程度和效率來衡量。這導致了不斷的權力斗爭，人們在為爭取自己的職業發展和在公司的工作階梯上晉升而奮斗。因此，導師通常與內部政治相結合。導師正在培養周圍的人，但不一定得到專業上的照顧。因此，在某些情況下，導師可能會從他們自己的公司中脫身。以這種情況為例：

Consider a team of developers, where one of them is a senior. Let’s say that the senior developer is a mentor to the other less experienced ones and over time, allows them to become more knowledgeable and proficient. At some point, they will want to advance in their careers, while the senior is glued to his/her status. Looking at things from a financial standpoint, their boss will have an option between keeping the more expensive senior developer, or promoting a developer who will cost less money and have the same level of knowledge. If you were their boss, what would you do?

考慮一個開發人員團隊，其中一個是高級開發人員。假設高級開發人員是其他經驗不足的開發人員的導師，并且隨著時間的推移，使他們變得更加知識豐富和精通。在某些時候，他們會想發展自己的職業，而長者則要固守自己的身份。從財務的角度來看，他們的老板可以選擇保留更昂貴的高級開發人員，還是提拔成本更低，知識水平相同的開發人員。如果您是他們的老板，您會怎么做？

在個人筆記上 (On A Personal Note)

The reason behind writing this article comes from my fair share of moments where being a mentor to the people around me, backfired. Now you could say that I was surrounded by crummy people or that I may have done something to antagonize them, but the reality couldn’t be more opposite.

之所以寫這篇文章，是因為我經常有機會成為我周圍人的導師，但事與愿違。現在您可以說我周圍都是骯臟的人，或者我做了一些使他們與之抗衡的事情，但事實恰恰相反。

The backdrop behind this lies in the fact that I was relatively new at the company I started working at, but I had already received significant praise and responsibility others did not. This obviously shone a light on me, making others aware of my situation and infusing them with doubt about their standing in the company and their career. While not being a senior developer, I was one of the few native developers around, and I took more interest in training and building the people around me than other people did. This was not common in my workplace and increased the size of the target on my back.

這背后的背景是，我在剛開始工作的公司中相對較新，但是我已經獲得了廣泛的贊譽，而其他人則沒有承擔責任。顯然，這使我感到欣慰，使其他人意識到我的處境，并使他們對自己在公司和職業中的地位感到懷疑。雖然不是高級開發人員，但我還是周圍為數不多的本地開發人員之一，與其他人相比，我對培訓和培養周圍的人更感興趣。這在我的工作場所中并不常見，并且增加了背上目標的尺寸。

In one case, I was helping a fellow colleague who got stuck on a certain issue he couldn’t fix. He called me over one morning asking for help and proceeded to tell me how he has approached almost everyone in our team and division to help him out, but they all failed to solve his issue. Let’s leave behind the fact of how he decided to make note of everyone he talked to and how I’m the last one in the pecking order. Cut to fifteen minutes later, his problem is solved, and I am investing time in explaining to him why the problem occurred and how to overcome it in the future. While I am sitting there helping him out, his team has their morning routine of discussing what they are doing. I stay and I hear how the developer mentions everyone who has tried to help him, but he decides to leave me out.

在一個案例中，我正在幫助一位同事，因為他無法解決某個問題而陷入困境。一天早上，他打電話給我尋求幫助，然后告訴我他如何聯系我們團隊和部門中的幾乎每個人以幫助他，但他們都未能解決他的問題。讓我們留下一個事實，他決定如何記下他與之交談的每個人，以及我如何成為啄食順序中的最后一個。縮短到15分鐘后，他的問題解決了，我正在花時間向他解釋問題發生的原因以及以后如何解決。當我坐在那里幫助他時，他的團隊每天早上都要討論他們在做什么。我留下來，聽說開發商會提到所有試圖幫助他的人，但他決定不讓我出去。

Coincidence? I think not.

巧合？ 我認為不是 。

Don’t forget the fact, that I am still sitting there, solving his issues. I confronted him a day later about it and he offered in return a lame excuse. He said he didn’t think about it, saying he was preoccupied in naming all the people who tried to help him out and couldn’t focus on who actually did help him. This might seem like a small incident that I’m fussing way too much about, but this person always failed to mention me when giving credit, while still giving credit to other people. If at first I thought this was a one off incident, as time progressed, there were more instances where people either failed to give me credit or took ownership of things that I did.

不要忘記我仍然坐在那里解決他的問題這一事實。一天后，我面對他，他以offered腳的借口作為回報。他說他沒有考慮，說他全神貫注于提名所有試圖幫助他的人，而不能專注于真正幫助他的人。這看起來像是個小小的事件，我對此大驚小怪，但是這個人在給予信任時總是沒有提及我，而仍然在給予他人信任。如果起初我以為這是一次性事件，隨著時間的推移，就會有更多的人不相信我或對我所做的事情擁有所有權。

A year later there came an opportunity to apply for a team leader position in our group. Subsequently, I was running up against him.

一年后，有機會申請我們小組的團隊領導職位。隨后，我遇到了他。

Who do you think got picked?

您認為誰被選了？

In failing to recognize my abilities and mentioning me to superiors, he essentially blocked off my career path, while advancing his. There were numerous occasions where I had my superiors say to me that they have not seen me do something. Whether it be leading people around me or promoting soft social skills. But in truth, those stuff happened, but were not communicated upwards by the people with whom I had done so. Now, I believe the developer thought of all this and deliberately acted this way. Since he had his goals set on showing how he is progressing professionally to allow him to become the better candidate for the team leader position.

由于無法認出我的能力并向上司提起我，他在前進的過程中基本上擋住了我的職業道路。在很多場合，我的上司都對我說，他們沒有看到我做某事。無論是領導我周圍的人還是促進軟社交能力。但實際上，這些事情發生了，但與我進行過此類交流的人們沒有向上溝通。現在，我相信開發人員會想到所有這些，并故意采用這種方式。由于他的目標是展示自己的職業發展狀況，從而使他成為團隊領導者職位的更好人選。

I cannot emphasize in words how much this hurts, both emotionally and spiritually. You are putting yourself out there, with the will and conviction of helping others, for reasons that are far from egotistical, but you are constantly reminded of the bad character in humans. You begin to have doubts about your co workers and how your daily interaction with them is just a facade. As much as it is horrible to undergo all of this, I haven’t given up on mentoring people. I still feel immense satisfaction from teaching people and watching them grow. You could say I’m a sucker for helping people, but I would rather have it this way, than acting like everyone else.

我無法用言語強調這在情感和精神上都造成了多大的傷害。您出于幫助他人的意愿和信念而站在那里，出于遠非自負的原因，但您不斷地想起人類的不良品格。您開始懷疑您的同事以及與他們的日常互動僅僅是一個門面。盡管經歷了所有這些事情是可怕的，但我并沒有放棄對人們的指導。教人并看著他們成長，我仍然感到極大的滿足。您可能會說我是幫助人們的傻瓜，但是我寧愿這樣，而不是像其他所有人一樣。