[Shen Cai Fei Yang] My mentor, who made me determined to follow the path of certification

　　Teachers of knowledge are easy to meet, but teachers of life are hard to find. Everyone will have mentors at different stages of their life.

　　If I were to describe my mentor in one word, I might say, my mentor loves to "nag," my mentor loves to "pick details," my mentor is the most persistent, my mentor is the most impatient, my mentor is the most meddlesome, my mentor loves to find faults...

　　But what I want to say is, my mentor—Wang Chengjun—he has his own "poison," but he doesn't realize it himself.

　　I joined United Intelligence Certification Company in 2017 and worked in the office for a year. At that time, I discovered that Wang Chengjun was a legendary figure.

　　He was an executive in a foreign company, with a full schedule of project audits every month, truly living up to the saying of thriving and making waves.

　　I still remember the first time I was in an audit team with him. We agreed to meet at 7:30 at the gas station entrance opposite Dalian North Station, and I drove us to the development zone. Because it was Monday morning rush hour, I arrived at 7:40, but he was already waiting for me early at the entrance. Once in the car, he frowned and said the agreed time was not punctual. I wanted to explain but my reasons felt weak. Although he didn’t say much on the way, the atmosphere felt off. Later, I learned he is a very punctual person; the set time is the set time, and he has never been late.

　　In 2019, I passed the 50430 auditor exam and, after an informal banquet, officially became an apprentice in the 50430 mentor-apprentice group under Wang Chengjun, ranking sixth, and my senior brothers liked to call me 'Sixth Young Master'.

　　During my interactions with my mentor, I gained a lot of valuable experience. When I encountered problems during audits, the first person I wanted to call was Wang Chengjun. For example, for a construction company with a certification scope of "design and construction of building projects," how should professional clauses be arranged? How to reasonably consider actual audit time based on project site man-days?

　　My mentor’s ability is beyond doubt; he is experienced and good at identifying and solving problems during audits. Being in the same team with him, his rigor and advice always inspire me deeply.

　　Due to the particularity of the certification audit industry, we face all kinds of auditees. For very serious companies, my mentor told me that when addressing issues, one should not rely on assumptions but base on standards and facts to explain problems.

　　My mentor is impatient and speaks and acts very quickly, probably because he is a leader at work. When I talk to him on the phone, he often talks rapidly and tells me not to be long-winded but to get to the point. Usually, he hangs up before you finish speaking. Over time, I have come to understand this trait of his.

　　The wheels of fate began to turn, unstoppable in the ups and downs of life. That year, my mentor suffered a serious illness. After discharge, I looked at him from afar, wearing a hat, still a familiar figure. When I approached, I suddenly realized he had aged, spoke much slower, and it took him a long time to express what he wanted to say.

　　That year, my mentor officially retired from his original company but was rehired by the same company, working for two and a half years. He was the first person in that foreign company to be rehired at his original salary.

　　My mentor is not one to fuss over small details; he likes to focus on the key points. His case files have no major problems but many minor issues, yet when it comes to tricky problems, he handles them very well.

　　Difficult projects, such as leading seven specialties plus four project sites, are usually handled by no one but him. You see him joking around normally, but the excellent audit case he wrote was the only one representing United Intelligence Certification Company to win the CCAA award in 2021.

　　In July this year, I had lunch with my mentor during an audit at a company. At some point in the conversation, my mentor said he believed he could live to 120 years old.

　　He wasn’t just talking nonsense; currently, there is still a 99-year-old elder living in his family, so he has that root.

　　I said at the time, Mentor, if you live to 120, the centenarian me will always take care of you and play with you.

　　Although it was just a joke, I believe that at that moment, we both cherished that beautiful hope in our hearts.

　　My mentor, how to put it, you call him mentor, but he never really taught you directly; he just influences you.

　　What kind of mentor produces what kind of apprentice. Sometimes I can feel that my posture in conversation, tone of voice, speed of expression, and body movements are exactly like my mentor’s.

　　I think the best relationship in life and work is to be mutual idols. My mentor is completely confident in what I do, and I especially enjoy auditing in the same team with him.

　　I’m rarely home, but whenever I return, we always manage to get together to chat for a long time. Every time this happens, my wife says, "You’re with the old man again," and I pat my head and smile, saying, "Yes."

　　My mentor and I have many stories. If I were to tell them all, it would take three days and three nights. Our interactions and exchanges have not only helped me gain valuable skills and knowledge to become the best version of myself but also strengthened my determination to pursue a career in certification.