遠(yuǎn)程職場指導(dǎo)4大成功秘訣
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????親愛的安妮：過去兩年半我一直很幸運。因為我從大學(xué)畢業(yè)后獲得的第一份工作就讓我在公司里遇到了一位出色的導(dǎo)師。她比我高好幾個級別，我們每個月至少見兩次面，一起共進(jìn)午餐、喝杯咖啡，有時候只是簡單的聊聊天。這些會面令人愉快，她的建議和真知灼見也幫我獲得了一些不錯的任務(wù)分配（以及一次升職）。 ????如今，隨著公司開始進(jìn)入中國，她將被派往中國，經(jīng)營新的業(yè)務(wù)，為期一年。這項工作將非常具有挑戰(zhàn)性，而且她的工作地點和我將有12個小時的時差，她會非常忙碌。我希望能繼續(xù)獲得她的指導(dǎo)，但我不知道是否可行？——揮手作別 ????親愛的“揮手作別”：如果一言以蔽之，我可以用IBM駐俄勒岡州比佛頓云計算高管尼基?瑞奇的話來回答你：“如果你們雙方都希望維系聯(lián)系，沒有理由辦不到?！弊詮氖哪昵叭鹌孢M(jìn)入IBM以來，她已經(jīng)輔導(dǎo)了約25位后輩。2008年，瑞奇被派駐亞洲八周。期間，她開始輔導(dǎo)雅加達(dá)一位資歷尚淺的同事，兩人此后一直保持緊密的聯(lián)系。 ????倒不是說時差絕無障礙?！坝∧岜冗@里早9個小時，因此，對她來說最佳的談話時間或許是我坐下來和家人吃飯的時間。不然，她就得在凌晨3點給我發(fā)短信，”瑞奇說?！暗@些都不是問題。我們都希望保持聯(lián)系，因此我們雙方都做了調(diào)整。” ????IBM在2012年最受贊賞公司榜單上排名第五。IBM打造了一種知識分享的公司文化，包括對企業(yè)導(dǎo)師制的強(qiáng)調(diào)，非常有用。藍(lán)色巨人分布在全球各地的42.6萬名員工中有約40%或者是在路上工作，或者是在遙遠(yuǎn)的只有1、2個人的辦事處工作，他們很少與老板或者同事見面，因此這家公司有著豐富的遠(yuǎn)程協(xié)作經(jīng)驗。 ????“如果雙方都做出承諾，有明確的預(yù)期，距離遠(yuǎn)近真的無關(guān)緊要，”IBM駐北卡羅來納州羅利的導(dǎo)師制全球主管希拉?福迪稱、“除了公司的正式計劃，我們也鼓勵員工們在全球各地任何角落尋找導(dǎo)師和門徒?！彼彩恰肚擅畹膶?dǎo)師制：IBM通過人、知識和關(guān)系創(chuàng)造價值的秘密》（Intelligent Mentoring: How IBM Creates Value through People, Knowledge, and Relationships）一書的合著者。 ????如何建立有效的企業(yè)遠(yuǎn)程導(dǎo)師機(jī)制？下面四個步驟是福迪和瑞奇給出的建議： ????1. 預(yù)先商定碰頭的頻率及聯(lián)絡(luò)的渠道。“由你倆決定是否需要正式的會談，是每個月一次，還是每個季度一次？”福迪說?！耙坏┥潭?，應(yīng)該由接受指導(dǎo)的人提前定好會談的日期。如果你們打算每個季度談一次，就要提前一整年確定遠(yuǎn)程會談的時間?！彼a(bǔ)充說，不排除有時突然需要聯(lián)絡(luò)導(dǎo)師，但提前時間約定時間也是“合理利用導(dǎo)師時間”的應(yīng)有之義。 ????與此同時，福迪建議：“商定你們采用什么樣的通訊方式——電子郵件、即時通訊軟件、網(wǎng)絡(luò)視頻，還是兼而有之？這個問題聽起來很基礎(chǔ)，但身處不同的時區(qū)互相聯(lián)絡(luò)時，這一點特別重要?！?/p> |
????Dear Annie: For the past two and a half years, since I graduated from college and got my first real job, I've been lucky to have a terrific mentor, a couple of levels above me in the company. We get together for lunch, coffee, or just a quick chat at least twice a month, sometimes more. Not only do I really enjoy these sessions, but her advice and insights have helped me get some great assignments (and a promotion). ????Now, she's been chosen to spend a year running a new operation we are starting up in China. It will be very demanding and, on top of the 12-hour time difference between here and there, she is going to be extremely busy. I'd like to continue our relationship, but I'm wondering, how realistic is it to expect that? — Waving Good-Bye ????Dear Waving: The short answer, from Nicki Rich: "If you both want it to work, there's no reason why it can't." Rich, a cloud computing executive at IBM (IBM) in Beaverton, Ore., has worked with about 25 mentees since she started at the company 14 years ago. While on an eight-week assignment in Asia in 2008, Rich began mentoring a junior colleague in Jakarta, and the two have stayed in close touch ever since. ????That's not to say the time difference presents no challenges. "It's nine hours later here than in Indonesia, so the best time for her to talk might be when I'm sitting down to dinner with my family -- or she'll send me a text at 3 a.m.," Rich says. "But it's not a problem. We both want to maintain the relationship, so we make adjustments." ????It helps that IBM, No. 5 on this year's list of the Most Admired Companies, has built a culture of knowledge sharing, including a strong emphasis on mentoring. Since about 40% of Big Blue's 426,000 employees worldwide are virtual or mobile -- meaning they work from the road, or from one-or-two-person outposts where they rarely meet bosses or colleagues in person -- the company has a wealth of experience with long-distance collaboration. ????"If there's a commitment from both parties, and a clear set of expectations, distance really becomes immaterial," says Sheila Forte, IBM's global chief of mentoring, based in Raleigh, N.C. and co-author of a book called Intelligent Mentoring: How IBM Creates Value through People, Knowledge, and Relationships. "In addition to our formal program, we encourage employees to seek out mentors and mentees anywhere in the world." ????Forte and Rich suggest four steps toward effective virtual mentoring: ????1. Agree upfront on how often you'll meet, and via what medium. "Decide between you whether you'll have a formal session, say, monthly or quarterly," says Forte. "Once that's been agreed on, it's up to the mentee to schedule those dates ahead of time. If you're going to speak quarterly, set up those virtual meetings for the whole year ahead." Not that you won't sometimes reach out on the spur of the moment, she adds, but making appointments well in advance is "part of using your mentor's time wisely." ????At the same time, Forte advises, "Agree on what form of communication you both want to use -- email, IM, web cam, a combination? It sounds basic, but it's especially important when you're connecting across time zones." |
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