硕士可以跟别的导师做实验吗_如何成为一名导师可以成为双刃剑

硕士可以跟别的导师做实验吗

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.

指导是指经常对某个特定领域缺乏知识的人提供建议或培训的能力。这在科技公司中非常普遍。在这里，您通常会拥有高级开发人员，他们不仅是技术据点，还利用他们的时间和技能来授予他们的知识并提高素质较低的开发人员的技能。

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，无论您在公司中的职位如何，都将指导老师视为指导者，这已成为一种很容易的事。大多数公司从来没有把这作为获得工作的前提条件，但是被“团队合作者”这个非常熟悉的要求所掩盖了。

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.

导师并不一定非要是拥有大量经验或对尽可能多领域有深刻了解的人。您可以成为一名导师，方法是成为一名开发人员，他最近钻研了并非所有人都知道的特定代码部分，或者通过拥有某个概念来拥有所有权。

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

指导似乎是双赢的，双方都受益，但事实恰恰相反。

为什么导师稀有 (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.

指导不是可教的特质，很少会在人们身上得到启发。您要么拥有，要么没有。有些人可能想成为导师或陈述自己的身份，但他们缺乏含义的详细信息。如果您不知道如何与其他人打交道，或者您不具备以建设性的方式传授知识的能力，那么就不应该考虑成为一名导师。由于这些原因，被他人视为导师的人很少而且相距甚远。这就是为什么大多数组织在一定程度上试图在其员工中提倡导师精神的原因。

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，不要给公司太多信誉。看起来公司似乎正在努力开展导师制培训，以专业的方式帮助工人，但还有另一个方面需要考虑。如果只有一个人拥有有关某个特定功能的信息(有时称为“英雄”)，则该人离开时，很有可能会失去大量知识。有了指导，您不必让一个人掌握每个人所依赖的产品的关键数据，而是可以传播这些知识。为地震创造更稳定的基础。

是什么驱使人们成为导师 (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.

没有人是真正的利他主义者，但是在我们的日常生活中，我们倾向于帮助周围的人。比其他人做得更多，但是总的原则是“对别人做，就像您希望别人对您做的那样” 。同样的事情也适用于我们的工作，我们每天都有机会遵守这一说法。大多数将自己视为导师的人会看着他们的同事，并在其中看到自己的过去版本。意思是，他们在技能和能力较低的时候看到自己，并记住他们渴望获得一些指导的过程。其中有些人实际上是由某人指导的，点燃了点燃他们成为导师的意愿的保险丝。但是有些人只是意识到他们想要成为帮助人们专业发展和进步的人。导师实际上很乐意看到周围的环境在做的事情上变得更好，并且部分地支持健康的工作环境，在那里人们不仅根据自己的特定职位来定义。这种满足感是人们成为良师益友的关键部分，但也是使他们失望的致命弱点。

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:

在一个理想的世界中，导师将是他们团队中最受欢迎的人，他们将获得最高的薪水并得到应有的尊重。但是就公司文化而言，这是优胜劣汰的条件。在当今世界上，您仅以自己的熟练程度和效率来衡量。这导致了不断的权力斗争，人们在为争取自己的职业发展和在公司的工作阶梯上晋升而奋斗。因此，导师通常与内部政治相结合。导师正在培养周围的人，但不一定得到专业上的照顾。因此，在某些情况下，导师可能会从他们自己的公司中脱身。以这种情况为例：

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?

考虑一个开发人员团队，其中一个是高级开发人员。假设高级开发人员是其他经验不足的开发人员的导师，并且随着时间的推移，使他们变得更加知识丰富和精通。在某些时候，他们会想发展自己的职业，而长者则要固守自己的身份。从财务的角度来看，他们的老板可以选择保留更昂贵的高级开发人员，还是提拔成本更低，知识水平相同的开发人员。如果您是他们的老板，您会怎么做？

在个人笔记上 (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.

之所以写这篇文章，是因为我经常有机会成为我周围人的导师，但事与愿违。现在您可以说我周围都是肮脏的人，或者我做了一些使他们与之抗衡的事情，但事实恰恰相反。

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.

这背后的背景是，我在刚开始工作的公司中相对较新，但是我已经获得了广泛的赞誉，而其他人则没有承担责任。显然，这使我感到欣慰，使其他人意识到我的处境，并使他们对自己在公司和职业中的地位感到怀疑。虽然不是高级开发人员，但我还是周围为数不多的本地开发人员之一，与其他人相比，我对培训和培养周围的人更感兴趣。这在我的工作场所中并不常见，并且增加了背上目标的尺寸。

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.

在一个案例中，我正在帮助一位同事，因为他无法解决某个问题而陷入困境。一天早上，他打电话给我寻求帮助，然后告诉我他如何联系我们团队和部门中的几乎每个人以帮助他，但他们都未能解决他的问题。让我们留下一个事实，他决定如何记下他与之交谈的每个人，以及我如何成为啄食顺序中的最后一个。缩短到15分钟后，他的问题解决了，我正在花时间向他解释问题发生的原因以及以后如何解决。当我坐在那里帮助他时，他的团队每天早上都要讨论他们在做什么。我留下来，听说开发商会提到所有试图帮助他的人，但他决定不让我出去。

Coincidence? I think not.

巧合？ 我认为不是 。

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.

不要忘记我仍然坐在那里解决他的问题这一事实。一天后，我面对他，他以offered脚的借口作为回报。他说他没有考虑，说他全神贯注于提名所有试图帮助他的人，而不能专注于真正帮助他的人。这看起来像是个小小的事件，我对此大惊小怪，但是这个人在给予信任时总是没有提及我，而仍然在给予他人信任。如果起初我以为这是一次性事件，随着时间的推移，就会有更多的人不相信我或对我所做的事情拥有所有权。

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，有机会申请我们小组的团队领导职位。随后，我遇到了他。

Who do you think got picked?

您认为谁被选了？

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.

由于无法认出我的能力并向上司提起我，他在前进的过程中基本上挡住了我的职业道路。在很多场合，我的上司都对我说，他们没有看到我做某事。无论是领导我周围的人还是促进软社交能力。但实际上，这些事情发生了，但与我进行过此类交流的人们没有向上沟通。现在，我相信开发人员会想到所有这些，并故意采用这种方式。由于他的目标是展示自己的职业发展状况，从而使他成为团队领导者职位的更好人选。

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.

我无法用言语强调这在情感和精神上都造成了多大的伤害。您出于帮助他人的意愿和信念而站在那里，出于远非自负的原因，但您不断地想起人类的不良品格。您开始怀疑您的同事以及与他们的日常互动仅仅是一个门面。尽管经历了所有这些事情是可怕的，但我并没有放弃对人们的指导。教人并看着他们成长，我仍然感到极大的满足。您可能会说我是帮助人们的傻瓜，但是我宁愿这样，而不是像其他所有人一样。