????說(shuō)起導(dǎo)師制，新一代企業(yè)主和創(chuàng)業(yè)者，以及創(chuàng)業(yè)機(jī)構(gòu)的領(lǐng)導(dǎo)人，都犯了一個(gè)重大的錯(cuò)誤。我們將復(fù)雜的“導(dǎo)師制”簡(jiǎn)單化了，認(rèn)為“導(dǎo)師制”只不過(guò)就是提供建議的代名詞。

????對(duì)于這種誤解，筆者本人也感到非常內(nèi)疚。畢竟，我們經(jīng)常會(huì)對(duì)年輕人說(shuō)：“你想成功嗎？找一名導(dǎo)師吧?！比欢f(shuō)起來(lái)容易。雖然我們的出發(fā)點(diǎn)是好的，而且提供建議確實(shí)也是導(dǎo)師制中一個(gè)至關(guān)重要的部分，但導(dǎo)師制不是零和游戲，效果也無(wú)法得到保證（而且，通常根本無(wú)法衡量）。

????坦白地講，我們還沒(méi)明白導(dǎo)師制的真正含義，就不能再將它作為刺激創(chuàng)業(yè)和增加工作崗位的一種工具到處兜售。導(dǎo)師制的實(shí)質(zhì)是把其他人的智慧與學(xué)識(shí)傳授給具有迫切需要的人?？煽康膶?dǎo)師既是可以征詢建議的“共鳴板”，也是創(chuàng)業(yè)路上的向?qū)?。許多成功的故事當(dāng)中，他們都是關(guān)鍵的幕后推手。

????如果我們真地想利用導(dǎo)師制，幫助美國(guó)的工作者們?cè)谌找鎻?fù)雜的經(jīng)濟(jì)形勢(shì)下做好充分準(zhǔn)備，就必須把對(duì)導(dǎo)師制的認(rèn)識(shí)從一般化的概念轉(zhuǎn)變?yōu)楦叨葌€(gè)性化的體驗(yàn)，并可以按比例放大，為數(shù)百萬(wàn)人服務(wù)。以下為實(shí)現(xiàn)這一目的的五條途徑：

????1. 為知識(shí)與實(shí)踐牽線搭橋

????筆者最近與納威?賈因一起用餐。賈因創(chuàng)辦過(guò)月球運(yùn)輸與數(shù)據(jù)服務(wù)公司Moon Express、信息服務(wù)公司inome和InfoSpace。作為X PRIZE基金會(huì)和奇點(diǎn)大學(xué)（Singularity University）的理事，賈因一直處在所謂“創(chuàng)業(yè)慈善事業(yè)”的前沿。從3D打印到高級(jí)遺傳學(xué)，短短一個(gè)小時(shí)內(nèi)，賈因就讓我了解到許多令人驚奇的技術(shù)。但像這樣的信息不應(yīng)該成為少數(shù)人的特權(quán)。

????然而，創(chuàng)業(yè)者很少有機(jī)會(huì)接觸到這個(gè)層面的科技創(chuàng)新。相反，許多創(chuàng)業(yè)者只是被慫恿從其他創(chuàng)業(yè)者那里獲得指導(dǎo)，而吸引他們這么做的所謂科技企業(yè)創(chuàng)業(yè)精神，只不過(guò)是伴隨著巨大開(kāi)支的短期獲利行為。

????我們首先要做的，是為心懷抱負(fù)、積極主動(dòng)的創(chuàng)業(yè)者找到掌握知識(shí)的人，比如科學(xué)家、研究人員、STEM（科學(xué)、技術(shù)、工程設(shè)計(jì)與數(shù)學(xué)）專業(yè)人員和慈善家等，為他們牽線搭橋。

????2. 既要有全球思維，也要增強(qiáng)本地的間接指導(dǎo)

????生活成本的上漲和其他宏觀經(jīng)濟(jì)因素，正在讓越來(lái)越多的創(chuàng)業(yè)者將目光轉(zhuǎn)移到當(dāng)?shù)厣鐓^(qū)。職業(yè)學(xué)校和社區(qū)大學(xué)可以幫助學(xué)員聯(lián)系當(dāng)?shù)厣鐓^(qū)。但我們還必須通過(guò)公-私伙伴關(guān)系，來(lái)傳授創(chuàng)業(yè)精神。我們需要下一代創(chuàng)業(yè)者為他們自己的家鄉(xiāng)創(chuàng)造工作崗位。創(chuàng)業(yè)項(xiàng)目、教育家、政府機(jī)構(gòu)和開(kāi)發(fā)人員需要齊心協(xié)力，吸引、留住人才。在這方面，非營(yíng)利機(jī)構(gòu)Idea Village在新奧爾良取得了出色的成就。

????而General Assembly等創(chuàng)業(yè)項(xiàng)目則將各不相干的團(tuán)隊(duì)聯(lián)系起來(lái)，如市政府、創(chuàng)業(yè)者、黑客等，通過(guò)互相接觸與合作，提供間接指導(dǎo)。

????3. 認(rèn)識(shí)到同齡人關(guān)系的價(jià)值

????了不起的導(dǎo)師不見(jiàn)得一定要比學(xué)員年長(zhǎng)。實(shí)際上，同齡人之間相互學(xué)習(xí)是培養(yǎng)領(lǐng)導(dǎo)力最有效的工具之一。所以，我們?yōu)槭裁床辉谒袑?dǎo)師制倡議中加大對(duì)這方面的利用呢？

????4. 個(gè)性化配對(duì)，對(duì)效果進(jìn)行衡量，增加獲得指導(dǎo)的途徑

????盡管一對(duì)一導(dǎo)師制很有價(jià)值，但僅僅依賴面對(duì)面的、企業(yè)對(duì)企業(yè)的關(guān)系并不現(xiàn)實(shí)。因此，許多機(jī)構(gòu)，如國(guó)際青年成就組織（Junior Achievement，簡(jiǎn)稱JA）和全球創(chuàng)業(yè)指導(dǎo)基金會(huì)（Network for Teaching Entrepreneurship，簡(jiǎn)稱NFTE）等正在逐步向數(shù)字模式轉(zhuǎn)變。例如，筆者所在的機(jī)構(gòu)便與花旗集團(tuán)（Citi）合作推出了一個(gè)名為#StartupLab的項(xiàng)目，除了現(xiàn)有機(jī)構(gòu)（包括JA與NFTE）外，我們還可以在社交網(wǎng)絡(luò)平臺(tái)上為創(chuàng)業(yè)者提供指導(dǎo)。

????When it comes to mentoring the next generation of business owners and startup founders, leaders of entrepreneurship organizations have made a huge mistake. We have simplified a complex term -- "mentorship" -- into a generic synonym for dishing out advice.

????I'm guilty of it myself. It's all too easy to say to young people, "Oh, you want to succeed? Get a mentor." We mean well, and offering advice is a vital aspect of mentorship, but it is not a zero-sum game, and its benefits are not guaranteed (and often not measured at all).

????Frankly, we can't keep touting mentorship as a means to spur business and job creation without understanding what it should look like. Mentorship is about taking the wisdom and brainpower of others and imparting it to those who need it most. Solid mentors are part sounding board and part guide. They are the critical background players in many a success story.

????But if we really want mentorship to prepare American workers for an increasingly complex economy, then it must undergo a shift from a generic concept to a highly individualized experience that can be scaled to serve tens of millions of people. Here are five ways we can do exactly that:

????1. Connect those who know with those who do

????I sat down for dinner recently with Naveen Jain, who founded startups Moon Express, inome, and InfoSpace. As a trustee at the X PRIZE Foundation and Singularity University, he's at the forefront of what's being called "entrepreneurial philanthropy." From 3D printing to advanced genetics, what I learned in that hour with Jain was extraordinary. Information like this shouldn't be a privilege of the few.

????Yet entrepreneurs are rarely exposed to scientific innovation at this level. Instead, many are only encouraged to get mentorship from other entrepreneurs, enticed by a brand of tech entrepreneurship characterized by short-term wins and big payouts.

????We need to start connecting those with knowledge -- scientists, researchers, STEM (science, technology, engineering, and mathematics) professionals, and philanthropists -- to aspiring and active entrepreneurs.

????2. Think globally, but enhance indirect mentorship locally

????The rising cost of living and other macroeconomic forces are shifting many entrepreneurs' focus to local communities. Vocational schools and community colleges can help connect mentees to the local community. But we must also teach entrepreneurship with public-private partnerships. We need the next generation of entrepreneurs to create jobs in their hometowns. Entrepreneurship programs, educators, government organizations, and developers will need to band together to attract and keep talented workers. The nonprofit Idea Village has done this with great success in New Orleans.

????Programs like General Assembly connect a broad spectrum of disconnected groups -- city governments, entrepreneurs, hackers -- to provide indirect mentorship through exposure and collaboration.

????3. Recognize the value of peer relationships

????A fantastic mentor doesn't necessarily have to be older than their mentee. Indeed, peer-to-peer learning is one of the most effective tools we have for leadership development. So why aren't we making a bigger effort to use it in all of our mentorship initiatives?

????4. Personalize pairings, measure outcomes, and increase access

????While one-on-one mentorship is valuable, relying on in-person, business-to-business relationships alone is not realistic. As a result, many organizations, like Junior Achievement and Network for Teaching Entrepreneurship (NFTE), are shifting to an increasingly digital model. Likewise, my organization launched a program called #StartupLab with Citi so we could build a social layer on top of existing organizations (including JA and NFTE).