{"id":35499,"date":"2019-10-31T22:04:41","date_gmt":"2019-10-31T19:04:41","guid":{"rendered":"https:\/\/prohoster.info\/blog\/byt-mentorom\/"},"modified":"2019-10-31T22:04:41","modified_gmt":"2019-10-31T19:04:41","slug":"byt-mentorom","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/news\/byt-mentorom","title":{"rendered":"T\u00eb jesh mentor","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

A keni takuar ndonj\u00ebher\u00eb njer\u00ebz q\u00eb, sapo t\u00eb hasin nj\u00eb v\u00ebshtir\u00ebsi, nuk p\u00ebrpiqen ta tejkalojn\u00eb vet\u00eb, por shkojn\u00eb te nj\u00eb koleg m\u00eb t\u00eb ekspertizuar p\u00ebr ndihm\u00eb? Kolegji i moshuar sugjeron nj\u00eb zgjidhje, dhe duket se t\u00eb gjith\u00eb jan\u00eb t\u00eb k\u00ebnaqur, por m\u00eb i moshuari shp\u00ebrqendrohet, nd\u00ebrsa i ri nuk arrin t\u00eb fitoj\u00eb p\u00ebrvoj\u00ebn e tij t\u00eb vetme.<\/p>\n

\"T\u00eb<\/a><\/noindex><\/p>\n

Ka gjithashtu njer\u00ebz, t\u00eb cil\u00ebt, p\u00ebr sa duket, jan\u00eb specialist\u00eb t\u00eb shk\u00eblqyer dhe profesionist\u00eb. Por ata kan\u00eb nj\u00eb vet\u00ebvler\u00ebsim t\u00eb ul\u00ebt profesional dhe frik\u00ebsohen t\u00eb marrin m\u00eb shum\u00eb p\u00ebrgjegj\u00ebsi se sa kan\u00eb aktualisht. Disa prej tyre kan\u00eb v\u00ebshtir\u00ebsi t\u00eb m\u00ebsojn\u00eb informacion t\u00eb ri; u nevojiten gjithnj\u00eb grafik\u00eb me katror\u00eb dhe shigjeta, e ndonj\u00ebher\u00eb jo nj\u00eb her\u00eb, por as dy.<\/p>\n

K\u00ebta njer\u00ebz shpesh ndajn\u00eb p\u00ebrvoj\u00ebn se, n\u00eb nj\u00eb moment t\u00eb caktuar, iu ka r\u00ebn\u00eb nj\u00eb m\u00ebsues i keq n\u00eb shkoll\u00eb ose nj\u00eb mentor i keq gjat\u00eb rrug\u00ebs s\u00eb karrier\u00ebs.<\/p>\n

T\u00eb jesh nj\u00eb mentor i keq \u00ebsht\u00eb e leht\u00eb. Mund t\u00eb jet\u00eb e v\u00ebshtir\u00eb t\u00eb identifikosh nj\u00eb mentor t\u00eb keq, p\u00ebr shkak se nga jasht duket mir\u00eb dhe nuk kupton se po b\u00ebn gabime.
\n<\/a><\/noindex><\/p>\n

Gabimi \u00ebsht\u00eb i kushtuesh\u00ebm<\/h2>\n

\nMarredh\u00ebniet midis mentorit dhe nx\u00ebn\u00ebsit mund t\u00eb krahasohen me marr\u00ebdh\u00ebniet e prindit dhe f\u00ebmij\u00ebs. T\u00eb dy, prindi dhe mentori, kan\u00eb nj\u00eb ndikim t\u00eb madh, nd\u00ebrsa edhe nx\u00ebn\u00ebsi, edhe f\u00ebmija, ndonj\u00ebher\u00eb nuk e kuptojn\u00eb dhe nuk e njohin se sa t\u00eb mir\u00eb jan\u00eb mentor\u00ebt e tyre.<\/p>\n

Ashtu si\u00e7 gabimet e prind\u00ebrve mund ta ndjekin f\u00ebmij\u00ebn gjat\u00eb gjith\u00eb jet\u00ebs, gabimet e mentor\u00ebve mund ta shoq\u00ebrojn\u00eb nj\u00eb profesionist gjat\u00eb gjith\u00eb karrier\u00ebs. K\u00ebto lloje gabimesh jan\u00eb thell\u00ebsisht t\u00eb rr\u00ebnjosura dhe nuk \u00ebsht\u00eb gjithmon\u00eb e leht\u00eb t\u00eb p\u00ebrcaktosh burimin e tyre.<\/p>\n

Si t\u00eb kurohen k\u00ebto gabime, nuk e di. Nj\u00eb rrug\u00eb e gjat\u00eb \u00ebsht\u00eb e ngjashme me at\u00eb me prind\u00ebrit - realizimi i problemit dhe kontrolli i vetes. Prandaj, mentori duhet t\u00eb kuptoj\u00eb dhe ta pranoj\u00eb p\u00ebrgjegj\u00ebsin\u00eb q\u00eb ka marr\u00eb p\u00ebrsip\u00ebr.<\/p>\n

Barazia<\/h2>\n

\nGabimi m\u00eb kritik q\u00eb mund t\u00eb b\u00ebj\u00eb kushdo q\u00eb ka ndikim mbi nj\u00eb tjet\u00ebr person \u00ebsht\u00eb t\u00eb nxis\u00eb nj\u00eb ndjenj\u00eb t\u00eb pamjaftueshm\u00ebris\u00eb. Duke qen\u00eb mentor, asnj\u00ebher\u00eb nuk duhet t\u00eb pozicionohesh nga pik\u00ebpamja se je nj\u00eb specialist i klasit t\u00eb par\u00eb dhe autoriteti yt \u00ebsht\u00eb i pakapsh\u00ebm, dhe nx\u00ebn\u00ebsi \u00ebsht\u00eb askushi dhe e quajn\u00eb ashtu.<\/p>\n

Nj\u00eb linj\u00eb e till\u00eb sjelljeje \u00ebsht\u00eb nj\u00eb rrug\u00eb e drejtp\u00ebrdrejt\u00eb p\u00ebr t\u00eb sjell\u00eb nj\u00eb profesionist t\u00eb varf\u00ebr.
\nKjo ndodh shpesh n\u00ebse nj\u00eb person hy n\u00eb mentorim me q\u00ebllimin p\u00ebr t\u00eb rritur egoizmin e tij p\u00ebrball\u00eb koleg\u00ebve m\u00eb pak profesionist\u00eb t\u00eb rinj, p\u00ebr t\u00eb treguar atyre (dhe para s\u00eb gjithash - vetes), se sa i shk\u00eblqyer \u00ebsht\u00eb ai.<\/p>\n

Megjithat\u00eb, nuk po deklaroj q\u00eb t\u00eb hysh n\u00eb mentorim vet\u00ebm p\u00ebr egoiz\u00ebm nuk \u00ebsht\u00eb e mundur; sigurisht, \u00ebsht\u00eb e mundur, por vet\u00ebm n\u00ebse egoizmi yt rritet nga ideja e t\u00eb m\u00ebsuarit dhe m\u00ebsimdh\u00ebnies, nga ideja se nga dora jote dalin specialist\u00eb t\u00eb shk\u00eblqyer.<\/p>\n

P\u00ebrkujdesje e tepruar<\/h2>\n

\nP\u00ebrkujdesja e tepruar \u00ebsht\u00eb nj\u00eb d\u00ebm emocional i ngjash\u00ebm me imponimin e ndjenj\u00ebs s\u00eb pamjaftueshm\u00ebris\u00eb.
\nKur je mentor, d\u00ebshira jote p\u00ebr t\u00eb par\u00eb rezultate t\u00eb mira t\u00eb pun\u00ebs tuaj mund t\u00eb shprehet n\u00eb m\u00ebnyr\u00ebn se si do t\u00eb tundohesh t\u00eb ndihmosh shum\u00eb nx\u00ebn\u00ebsin, madje edhe t\u00eb b\u00ebsh gjith\u00e7ka p\u00ebr t\u00eb, pa i dh\u00ebn\u00eb mund\u00ebsin\u00eb t\u00eb formojn\u00eb p\u00ebrvoj\u00ebn e tyre.<\/p>\n

N\u00eb k\u00ebto raste, ka nj\u00eb shans t\u00eb madh q\u00eb p\u00ebrfundimisht nx\u00ebn\u00ebsi juaj t\u00eb dal\u00eb i paautonom, i paorganizuar dhe i paexperienc\u00eb. Dhe n\u00ebse nuk ke fat, mund t\u00eb mos e kuptoj\u00eb k\u00ebt\u00eb fare.
\nN\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb, duke u p\u00ebrkujdesur shum\u00eb, rrezikon t\u00eb rrit\u00ebsh nj\u00eb person, i cili deri n\u00eb mosh\u00ebn 40 vje\u00e7are p\u00ebr \u00e7do problem, edhe me p\u00ebrgatitjen e duhur, do t\u00eb vrapoj\u00eb pran\u00eb liderit t\u00eb ekipit ashtu si\u00e7 b\u00ebjn\u00eb njer\u00ebzit deri n\u00eb 40 vje\u00e7are q\u00eb jetojn\u00eb me prind\u00ebrit p\u00ebr shkak t\u00eb frik\u00ebs nga jeta e pavarur.<\/p>\n

Le t\u00eb m\u00ebsojm\u00eb nx\u00ebn\u00ebsit tan\u00eb t\u00eb zgjidhin vet\u00eb problemet, dhe vet\u00ebm kur t\u00eb kuptojn\u00eb se jan\u00eb t\u00eb ngecur n\u00eb nj\u00eb pik\u00eb, at\u00ebher\u00eb t\u00eb vijm\u00eb n\u00eb ndihm\u00eb, duke u treguar hapat e m\u00ebtejsh\u00ebm.<\/p>\n

Nx\u00ebn\u00ebsi nuk \u00ebsht\u00eb budalla<\/h2>\n

\nN\u00eb sfondin e gabimit t\u00eb m\u00ebparsh\u00ebm, nuk \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb t\u00eb b\u00ebsh nj\u00eb tjet\u00ebr - t\u00eb le nx\u00ebn\u00ebsin t\u00eb ndjehet budalla.<\/p>\n

Ka nj\u00eb mashtrim t\u00eb shk\u00eblqyer n\u00eb natyr\u00ebn e tij, nj\u00eb keqkuptim kognitiv t\u00eb njohur si \"mallkimi i dijes\". Kjo p\u00ebrfshin at\u00eb q\u00eb n\u00ebse e ke ditur nj\u00eb fush\u00eb t\u00eb ditur p\u00ebr shum\u00eb koh\u00eb dhe mir\u00eb, at\u00ebher\u00eb p\u00ebr ty k\u00ebto njohuri duken krejt t\u00eb kuptueshme dhe t\u00eb shfaqura. Por kur p\u00ebrpiqesh t'i shpjegosh, do t\u00eb has\u00ebsh n\u00eb nj\u00eb moskuptim t\u00eb plot\u00eb. Shkaqet e moskuptimit mund t\u00eb jen\u00eb t\u00eb shumta, nga thjesht\u00ebsia e saj deri te fakti q\u00eb shpjegimet e tua mb\u00ebshteten n\u00eb gj\u00ebra t\u00eb tjera q\u00eb s\u00eb pari duhet t\u00eb kuptohen.<\/p>\n

Pra ndaj, \u00ebsht\u00eb e leht\u00eb t\u00eb arrish n\u00eb nj\u00eb situat\u00eb ku p\u00ebrpiqesh t\u00eb shpjegosh di\u00e7ka nj\u00eb nx\u00ebn\u00ebsi, dhe ai nuk kupton; at\u00ebher\u00eb fillon t\u00eb irritohesh nga kjo, dhe nx\u00ebn\u00ebsi e v\u00ebren, kupton emocione t\u00eb tua, dhe gjith\u00eb mbr\u00ebmjen do t\u00eb q\u00ebndroj\u00eb n\u00eb sht\u00ebpi, duke d\u00ebgjuar muzik\u00eb t\u00eb trishtuar dhe duke menduar se \u00ebsht\u00eb idiot dhe nuk \u00ebsht\u00eb i p\u00ebrshtatsh\u00ebm p\u00ebr profesionin.<\/p>\n

Si\u00e7 do t\u00eb ishte fruti i fundit i pasojave, n\u00eb k\u00ebt\u00eb moment mund t\u00eb vendosni se jeni gjithashtu nj\u00eb m\u00ebsues i dob\u00ebt.<\/p>\n

E q\u00ebllimi \u00ebsht\u00eb vet\u00ebm t\u00eb shpjegoni vetes dhe nx\u00ebn\u00ebsit natyr\u00ebn e fenomenit, t\u00eb tregoni q\u00eb kjo ndodh me t\u00eb gjith\u00eb, q\u00eb nuk duhet ta keni frik\u00eb dhe q\u00eb si rezultat duhet t\u00eb b\u00ebni p\u00ebrfundime.<\/p>\n

Un\u00eb personalisht e kujtoj shum\u00eb mir\u00eb se si nuk mund t\u00eb kuptoja iden\u00eb e asinkronicitetit, nuk kuptoja se \u00e7far\u00eb p\u00ebrpar\u00ebsish ofronte dhe cilat ishin disavantazhet. M\u00eb shpjeguan nj\u00ebher\u00eb, dy her\u00eb, tre her\u00eb. Duket se e kuptova, por p\u00ebrs\u00ebri ishte shum\u00eb e paqart\u00eb.<\/p>\n

Tani, pas nj\u00eb kohe, kjo m\u00eb duket e kuptueshme, e qart\u00eb dhe e leht\u00eb p\u00ebr t'u kuptuar.<\/p>\n

Sindromi i patok\u00ebs<\/h2>\n

\nNj\u00eb problem tjet\u00ebr q\u00eb buron nga t\u00eb m\u00ebparshmet. Ka nj\u00eb fenomen t\u00eb mrekulluesh\u00ebm q\u00eb quhet sindromi i patok\u00ebs. Jam i sigurt se pothuajse t\u00eb gjith\u00eb e din\u00eb p\u00ebr t\u00eb, por s\u00eb pari do ta shpjegoj: sindromi i patok\u00ebs \u00ebsht\u00eb fenomeni n\u00eb t\u00eb cilin specialisti e konsideron teknologjin\u00eb ose mjetin e par\u00eb t\u00eb m\u00ebsuar si m\u00eb t\u00eb mirin.<\/p>\n

P\u00ebr ju si mentor, bie mbi ju p\u00ebrgjegj\u00ebsia p\u00ebr t\u00eb shpjeguar njeriut t\u00eb ri n\u00eb profesion se bota nuk funksionon ashtu, se t\u00eb gjitha mjetet jan\u00eb t\u00eb dobishme dhe t\u00eb r\u00ebnd\u00ebsishme, se \u00e7do nj\u00eb ka avantazhet dhe disavantazhet e veta, dhe nuk duhet t\u00eb llogarisni se rruga e karrier\u00ebs do t\u00eb vazhdoj\u00eb gjithmon\u00eb me t\u00eb nj\u00ebjtat teknologji pran\u00eb.<\/p>\n

Ndryshe, do t\u00eb merrni nj\u00eb specialist tjet\u00ebr q\u00eb \u00ebsht\u00eb b\u00ebr\u00eb besnik i nj\u00eb instrumenti ose teknologjie, dhe t\u00eb till\u00eb nuk i duan shum\u00eb, n\u00eb t\u00eb v\u00ebrtet\u00eb, ata shpesh grumbullohen n\u00eb grupe dhe diskutojn\u00eb se gjuha e tyre e programimit \u00ebsht\u00eb m\u00eb e mira, nd\u00ebrsa gjuh\u00ebt e tjera jan\u00eb xheloze.<\/p>\n

Ka shum\u00eb gabime t\u00eb p\u00ebrmendura m\u00eb lart, k\u00ebto jan\u00eb vet\u00ebm m\u00eb t\u00eb dukshme, por pavar\u00ebsisht nga kjo, ata vazhdojn\u00eb t\u00eb p\u00ebrs\u00ebriten dhe t\u00eb prishin karrierat e njer\u00ebzve.<\/p>\n

K\u00ebto gj\u00ebra i b\u00ebjn\u00eb mentor\u00eb t\u00eb k\u00ebqij, por le t\u00eb flasim p\u00ebr at\u00eb q\u00eb b\u00ebjn\u00eb mentor\u00ebt e mir\u00eb.<\/p>\n

Kthimi i informacionit<\/h2>\n

\nGjithashtu jan\u00eb gj\u00ebra t\u00eb qarta, megjithat\u00eb nuk t\u00eb gjith\u00eb e kuptojn\u00eb r\u00ebnd\u00ebsin\u00eb e informacionit t\u00eb kthyer.<\/p>\n

S\u00eb pari, feedback-u \u00ebsht\u00eb i nevojsh\u00ebm q\u00eb p\u00ebrfaq\u00ebsuesi t\u00eb mos arrij\u00eb n\u00eb p\u00ebrfundime t\u00eb gabuara. Funksionon shum\u00eb thjesht \u2013 \u00ebsht\u00eb e natyrshme p\u00ebr njer\u00ebzit q\u00eb t\u00eb p\u00ebrpiqen t\u00eb gjejn\u00eb p\u00ebrgjigje brenda pasiguris\u00eb. Nj\u00eb person me vet\u00ebvler\u00ebsim t\u00eb ul\u00ebt sigurisht q\u00eb do t\u00eb gjej\u00eb konfirmime p\u00ebr at\u00eb q\u00eb gj\u00ebrat nuk i shkojn\u00eb mir\u00eb, se ai nuk po p\u00ebrballon dhe kjo profesion nuk \u00ebsht\u00eb p\u00ebr t\u00eb. Dhe anasjelltas, nj\u00eb person me vet\u00ebvler\u00ebsim t\u00eb lart\u00eb mund t\u00eb filloj\u00eb t\u00eb fluturoj\u00eb n\u00eb re dhe t\u00eb ndaloj\u00eb s\u00eb zhvilluar bazuar n\u00eb mendimet se ai \u00ebsht\u00eb mjaft i shk\u00eblqyer.<\/p>\n

S\u00eb dyti, karakteri i feedback-ut duhet t\u00eb p\u00ebrzgjidhet sakt\u00ebsisht sipas nx\u00ebn\u00ebsit. Njer\u00ebzit e turpsh\u00ebm do t\u00eb ken\u00eb v\u00ebshtir\u00ebsi t\u00eb reagojn\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb duhur n\u00eb feedback n\u00eb nj\u00eb bised\u00eb 1 me 1, nd\u00ebrsa disa d\u00ebshirojn\u00eb t\u00eb marrin m\u00eb formalisht reagimin n\u00eb form\u00ebn e nj\u00eb letre t\u00eb detajuar, p\u00ebr disa \u00ebsht\u00eb e mjaftueshme nj\u00eb bised\u00eb n\u00eb nj\u00eb mesazher, ku mund t\u00eb mendojn\u00eb mir\u00eb fjal\u00ebt e ardhshme dhe t\u00eb fshehin emocionet, n\u00ebse ka ndonj\u00eb.<\/p>\n

S\u00eb tret\u00eb, feedback-u \u00ebsht\u00eb i nevojsh\u00ebm edhe p\u00ebr ju si mentor. Ndoshta duhet t\u00eb zhvilloni m\u00eb mir\u00eb ndonj\u00ebher\u00eb aft\u00ebsit\u00eb tuaja si mentor, ndoshta nx\u00ebn\u00ebsi sheh di\u00e7ka q\u00eb ju nuk e shihni.<\/p>\n

E gjith\u00eb kjo rrotullohet rreth nj\u00eb parimi t\u00eb thjesht\u00eb dhe t\u00eb qart\u00eb \u2013 transparenc\u00eb. Sa m\u00eb transparente t\u00eb jen\u00eb marr\u00ebdh\u00ebniet tuaja, aq m\u00eb e thjesht\u00eb \u00ebsht\u00eb p\u00ebr t\u00eb gjitha pal\u00ebt.<\/p>\n

P\u00ebrllogaritja e progresit<\/h2>\n

\nPa p\u00ebrllogaritjen e progresit, do t\u00eb jet\u00eb shum\u00eb e v\u00ebshtir\u00eb t\u00eb b\u00ebni p\u00ebrfundime t\u00eb sakta n\u00eb fund t\u00eb trajnimit. Arsyeja p\u00ebr k\u00ebt\u00eb \u00ebsht\u00eb mjaft e thjesht\u00eb \u2013 pa p\u00ebrllogaritjen e progresit, p\u00ebrfundimet tuaja do t\u00eb mb\u00ebshteten n\u00eb memorjen tuaj, dhe ajo funksionon ndryshe p\u00ebr t\u00eb gjith\u00eb, dikush mban mend m\u00eb mir\u00eb t\u00eb mirat, dikush t\u00eb k\u00ebqijat, k\u00ebshtu q\u00eb rezultati i mendimeve tuaja mbi sukseset e nx\u00ebn\u00ebsit mund t\u00eb ndryshoj\u00eb shum\u00eb nga objektivja.<\/p>\n

Gjithashtu, ndodhet fenomeni i ndri\u00e7imit t\u00eb kujtimeve t\u00eb fundit n\u00eb krahasim me ato m\u00eb t\u00eb vjetra, k\u00ebshtu q\u00eb nj\u00eb faz\u00eb e kaluar me sukses ose, anasjelltas, nj\u00eb konflikt, mund t\u00eb provokoj\u00eb subjektivitet t\u00eb madh n\u00eb p\u00ebrfundime.<\/p>\n

Mjafton t\u00eb mbani nj\u00eb tabel\u00eb, ku do t\u00eb p\u00ebrshkruhen detyrat e nx\u00ebn\u00ebsit, pritjet tuaja dhe \u00e7far\u00eb ndodhi n\u00eb realitet, si dhe t\u00eb gjitha p\u00ebrshtypjet tuaja personale n\u00eb \u00e7do faz\u00eb t\u00eb \u00e7do dite t\u00eb trajnimit, kjo \u00ebsht\u00eb shum\u00eb e p\u00ebrshtatshme p\u00ebr analiz\u00ebn e ardhshme.<\/p>\n

Zbuluarjen e pritjeve<\/h2>\n

\nVazhdimi i tem\u00ebs me zhvillimin e transparenc\u00ebs maksimale n\u00eb marr\u00ebdh\u00ebnie.
\nMos i fshihni pritshm\u00ebrit\u00eb tuaja p\u00ebr suksesin e t\u00eb mentoreve tuaj. Kjo \u00ebsht\u00eb e r\u00ebnd\u00ebsishme p\u00ebr t\u00eb nj\u00ebjt\u00ebn arsye si feedback-u - pasiguria e q\u00ebllimit p\u00ebr nx\u00ebn\u00ebsin mund t\u00eb sh\u00ebrbej\u00eb si nj\u00eb stimul p\u00ebr t\u00eb vendosur vet\u00eb k\u00ebto q\u00ebllime, e do t\u00eb dallojn\u00eb ato nga ato t\u00eb d\u00ebshiruara ose jo - si\u00e7 do t\u00eb ndodh\u00eb.<\/p>\n

N\u00ebse gjith\u00e7ka \u00ebsht\u00eb keq<\/h2>\n

\nN\u00ebse ndjeni q\u00eb ju ose mentori juaj po b\u00ebni gabime t\u00eb tilla, mos u friksoni t\u00eb flisni dhe t\u00eb mendoni n\u00ebse doni t\u00eb p\u00ebrballoni pasojat e mundshme.<\/p>\n

N\u00ebse keni hasur tashm\u00eb pasojat e mentorimit t\u00eb dob\u00ebt, un\u00eb do t\u00eb rekomandoja madje t\u00eb shkoni te nj\u00eb psikoterapist dhe t\u00eb diskutoni problemet me t\u00eb, sepse ndonj\u00ebher\u00eb \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb kuptoni veten.<\/p>\n

Dua t\u00eb theksoj se t\u00eb jesh mentor \u00ebsht\u00eb nj\u00eb p\u00ebrgjegj\u00ebsi shum\u00eb m\u00eb e madhe sesa mund t\u00eb mendojn\u00eb disa.<\/p>\n

P\u00ebrve\u00e7 k\u00ebsaj<\/h2>\n

\nMos e harroni t\u00eb r\u00ebnd\u00ebsishm\u00ebn. Ju shkoni n\u00eb mentorim jo p\u00ebr t\u00eb qen\u00eb thjesht nj\u00eb mentor dhe p\u00ebr t\u00eb k\u00ebnaqur ego-n tuaj. As p\u00ebr t\u00eb kuptuar sa t\u00eb shk\u00eblqyer dhe t\u00eb p\u00ebrvojsh\u00ebm jeni n\u00eb krahasim me fillestar\u00ebt ose junior\u00ebt.<\/p>\n

Ju po e b\u00ebni k\u00ebt\u00eb p\u00ebr t\u00eb siguruar nj\u00eb transferim cil\u00ebsor t\u00eb njohurive, p\u00ebr t\u00eb ndihmuar kolegun t\u00eb b\u00ebhet m\u00eb i sigurt n\u00eb vetvete dhe t\u00eb p\u00ebrballet m\u00eb mir\u00eb me detyrat. Nga ana tjet\u00ebr, ndonj\u00ebher\u00eb dilni disa stereotipe t\u00eb \u00e7uditshme, si\u00e7 \u00ebsht\u00eb mendimi se t\u00eb jesh mentor dhe t\u00eb m\u00ebsoni dik\u00eb n\u00eb kompanin\u00eb tuaj = t\u00eb krijoni nj\u00eb konkurrent p\u00ebr veten, njer\u00ebzit mendojn\u00eb se n\u00eb k\u00ebt\u00eb rast \u00ebsht\u00eb m\u00eb e dobishme t\u00eb izolojm\u00eb njohurit\u00eb, duke supozuar se kjo do t'ju b\u00ebj\u00eb nj\u00eb punonj\u00ebs m\u00eb t\u00eb \u00e7muar.<\/p>\n

N\u00ebse, duke m\u00ebsuar nj\u00eb junior rreth nuancave t\u00eb profesionit, mendoni se tani ai do t\u00eb jet\u00eb shkaku i largimit tuaj nga puna, kam lajme t\u00eb k\u00ebqija p\u00ebr ju.
\n
Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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