Chapter Ten
Involving the Boss Who Is Not the Mentor
How does the manager or team leader (for ease of distinguishing roles, I call this person the natural boss) of the protégé react to having a subordinate involved in a mentoring relationship? This concern is frequently raised when someone other than the protégé's direct-line supervisor functions as a mentor. Indeed, this triangle can present a number of problems, which I discuss in this chapter along with possible solutions.
Objections Raised by Natural Bosses
The boss who is not good at developing subordinates may not understand the nature of the protégé's development activities. He or she may be suspicious and resentful of the subordinate taking the time to go to a meeting that is seemingly ...
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