企業(yè)導(dǎo)師的素質(zhì)要求介紹-資料下載頁(yè)
2025-06-26 05:14本頁(yè)面
【正文】 onally.103. Impatient, judgemental.104. Influenced by others’ views of them, therefore advice guarded.105. Weak in character, limited interest.106. Not sure if going to stab you in back, unprofessional, tells me her problems do I like her?107. I question their own judgements sometimes.108. Listened, but exchange with their own experiences rather than concentrating on issues in hand.109. Distant.110. Inexperience of being managed or managing well.111. Superficial interest only always ‘too busy’.112. Thinks it makes them popular/well liked by staff.113. Little experience in mentoring staff little experience of being mentored himself.114. Subtle indifference.115. Viewing opportunity to mentor as chance to forward own career revelled in developing skills that ultimately developed barrier.116. Short of time and distance making Mentor distant.117. Gave impression that s/he lacked any real interest in assuming mentors’ role.118. Ego got in the way of mentoring at times.119. Limited time, making them difficult to approach.120. Passive, disorganised.121. Partial towards the Mentee.122. Patronising.123. Often errs to making you find the information yourself, but often gives the impression this is because she does not know it herself (does a Mentor need to be knowledgeable in your subject?).124. Doesn’t have respect for them always.125. Often goes overboard in correcting style rather than substance.126. Very aloof management style physically isolated from rest, not easily accessible.127. Not sufficient time found to develop strong relationship. 128. Not truly listening, interested in their, not my, agenda and needs.129. Too concerned with corporate or their agendas130. Controlling, conditioning, circumscribed, limiting.131. Not open too black and white.132. Closed off, personally focused, limiting.133. Nonlistening, narrow, low expectations.134. Not person focused, task not people.135. Negative.136. Shows selfinterest in interaction.137. Somewhat aloof.138. Very intense unfortably so.139. Tries too hard to be pleasing fails to grapple with real issues.140. Academic interest only lacks involvement, mitment personally.141. Rather semidetached, keeps their wisdom for academic, nonpeoplerelated issues.142. Tends to talk in frameworks, models, theories, little to do with reality.143. Sometimes takes a managerial line and detaches herself.144. Strong focus on organisational goals individuals tend to be seen mainly in that context.145. They both like to control me by insisting on their way of doing things.146. He cares, but wants his own solution other solutions are made to seem less good.147. Imposes.148. Her motives aren’t to be trusted, she doesn’t care for me as an individual.149. Suggested short term solutions but I can’t remember what was said.150. Only businessfocused.151. Gives impression of being superior to me.152. Out of depth when challenged about real, valued, learning opportunities quite shallow.153. Focused on limited workbased objectives.154. Weak personality, crumbled when challenged.155. Gives impression of being better.156. Went through management motions.Judged by me to be difficult to fit into either of the above categories 1. Consistent and predictable. 2. Lets you carry on without interference. 3. Strictly follows the subject under discussion. 4. Leaves individual to make up own mind. 5. Offers suggestions for ways of dealing with issues. 6. Taskoriented. 7. How people feel about their work. 8. Shaper. 9. Plant.10. Strategic manager . involved more with strategy than individuals.11. Not so easy to talk to but will make time. I am a bit in awe of them.12. Quiet, introverted.13. Male.14. Admire on professional level, but wouldn’t want to spend time socially.15. Don’t know them well, only in one context.16. Much more handsoff helpful if asked, but not good at always being aware of Mentee feelings.17. There is care in what she says, but learning and consideration for personal gain as well.18. Both are academics.19. Is a television producer.A word of caution...whilst running a supervisory development session in Cambridge a couple of years ago, Ann Smith (I always acknowledge my sources), said something very profound, and I have repeated it many times since: ‘don’t bee like the people you criticise’. So read the less helpful statements and beware! I do hope you find this useful. I have found lots of learning in here already where’s my learning log? 29 / 29
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