門徒訓練

在工商職場上，也常用類似的方式來培養員工，叫做實習制度，有時候也會用師徒的方式。

領導有很多種形式，可能是正式的課程或是非正式關係式的帶領過程。不管哪一種方式，一個經驗豐富的執行長或是公司員工對新來的人員都是很大的幫助。

在領導的過程中有一個很重要的問題: 領導最後的目標，這是必須要確定的。事實上，對一個領導的課程來說，有一個確切的目標是很重要的。這個目標不只是預備個人達成特定的目標，也能幫助他們了解公司的文化和價值。在工商界裡家族企業能一代傳一代不多見，特別是傳到第三代之後。主要的因素就是因為未能將第一代成功的企業價值觀和實做的精神傳承下去。

被帶領的人可以觀察領導者如何處理狀況，特別在有壓力的狀況下。如同一個智者所說: 抓住是簡單的，傳承是困難的。一個優秀穩定的典範才能長久地帶領員工使他們得以發展自我。

如果可能的話，找一個有經驗的員工來帶領新員工能有效地培養新一代的領袖。假如沒有帶領，新員工非常可能因為犯相同的錯誤花上很大的代價。

在帶領的過程中，最重要的還是這位領導必須是一個值得被當成典範學習的人。如諺語所說: 「熟能生巧」，但是如果每次的練習都沒有好好做的話也是徒然。一個不合標準或是傳達不被接受的價值觀或是道德觀的人，無法帶領員工提升到更高的境界。

如同耶穌在路加福音6章40節所說的:「學生不能高過先生；凡學成了的不過和先生一樣。」耶穌在帶領門徒時，就已經明白指出一個人無法教導自己在工作或生活中沒有的價值觀。或是像箴言27章17節所說的:「鐵磨鐵，磨出刃來； 朋友相感( – 原文是磨朋友的臉)也是如此。」

因此，選擇在團體裡受到高度尊重的人來帶領新人是很重要的。最後，希望你的新員工最後能像他的老師一樣成為對企業貢獻良多的領袖。

本文版權為正直資源中心（Integrity Resource Center, Inc.）所有。本文獲得授權改編自「瑞克．博克思的正直時刻Integrity Moments with Rich Boxx」。這系列的文章是以一個基督徒的觀點評論職場的正直議題。

In the business and professional world, a similar strategy is often implemented, although the term “apprentice” is rarely used. Instead, this approach for training sometimes takes shape in the form of a mentorship or internship.

Mentoring might take a variety of forms, and may be carried out as part of a formalized program that is part of each person”s job description, or a more informal, relationally oriented process. Either way, a more seasoned executive or staff member serving as a mentor can be of great benefit in helping a newer employee become established with the company.

The question sometimes arises, “What is our goal in mentoring?” It is valid to ask this. In fact, it is an important consideration if the activity of mentoring is to have the desired outcome. The purpose might not only be to prepare and equip the individuals for specific roles or responsibilities, but also to help them in understanding and embracing the company culture and values. In the corporate world, multi-generational family businesses are rare, especially beyond the second generation, and one reason is the failure to pass along values and practices that made a company successful at its start.

People being mentored also can observe company veterans, seeing how they handle certain situations, particularly under stress. As a wise person once said, some things are more easily caught than taught. Finding a good, consistent role model to mentor can go a long way in developing a good employee.

Whenever possible, allowing a new or prospective employee the opportunity to shadow an experienced worker can be an effective way to train and equip your next round of leaders. Without these opportunities, many young people will make costly mistakes and have greater likelihood of failure.

In this mentoring/apprenticeship process, one important consideration must remain foremost: The person serving as mentor must be someone worthy to teach and model. It is said, “Practice makes perfect,” but that is untrue if you practice imperfectly. A mentor that does substandard work, or exhibits unacceptable values or ethics, cannot train newer staff people how to perform at a higher, more desirable level.

As Jesus said in Luke 6:40, "The student is not above the teacher, but everyone who is fully trained will be like their teacher." In leading His own followers, Jesus demonstrated that people cannot teach – or mentor – above the standard by which they themselves are working and living. Or as Proverbs 27:17 states, “As iron sharpens iron, so one man (or woman) sharpens another.”

For this reason, in training someone new in your profession, be intentional about assigning him or her to shadow one of your best people, someone in your organization that is highly valued. Hopefully, the newer person eventually will end up being like the mentor – another top contributor to your company.

Copyright 2015, Integrity Resource Center, Inc. Adapted with permission from "Integrity Moments with Rick Boxx," a commentary on issues of integrity in the workplace from a Christian perspective.