mentor and sponsor one another

mentor and sponsor one another

Naomi and I became close. I bet most people, including Naomi herself, probably assumed that I wasmentoring her. But the truth is she mentored me. She helped me implement the Полезная информация о Гонконгеchanges that needed tobe made and jumped in to stop me from getting things wrong. Naomi always told me the truth, even ifshe thought it would be hard for me to hear. She still does this for me today.

Peers can also  There is a saying that “all advice isautobiographical.” Friends at the same stage of their careers may actually provide more current anduseful counsel. Several of my older mentors advised me against taking a job at Google in 2001. Yetalmost all my peers understood the potential of Silicon Valley. Peers are also in the trenches and mayunderstand problems that superiors do not, especially when those problems are generated by superiorsin the first place.

As an associate at McKinsey & Company, my first assignment was on a team that consisted of amale senior engagement manager Hong Kong incentives (SEM) and two other male associates, Abe Wu and Derek Holley.

When the SEM wanted to talk to Abe or Derek, he would walk over to their desks. When he wanted totalk to me, he would sit at his desk and shout, “Sandberg, get over here!” with the tone one might useto call a child or, even worse, a dog. It made me cringe every time. I never said anything, but one dayAbe and Derek started calling each other “Sandberg” in that same loud voice. The self-absorbed SEMnever seemed to notice. They kept it up. When having too many Sandbergs got confusing, theydecided we needed to differentiate. Abe started calling himself “Asian Sandberg,” Derek dubbedhimself “good-looking Sandberg,” and I became “Sandberg Sandberg.” My colleagues turned anawful situation into one where I felt protected. They stood up for me and made me laugh. They werethe best mentors I could have Top 10 things to do in Hong Konghad.