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Sorry, but my answer to this post will be a bit different based on your gender and orientation. There is a huge difference between advising a young professional guy who has a few beers with upper management now and then and a young professional woman who finds the CEO “enjoys my company” but there is a “power dynamic”, if you get what I mean.

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nevm@lemmy.ml ⁨2⁩ ⁨days⁩ ago
Because of the implication.

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- kambusha@sh.itjust.works ⁨2⁩ ⁨days⁩ ago
  D. E. N. N. I. S.
  
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goldenbeginnings@feddit.org ⁨2⁩ ⁨days⁩ ago
[deleted]
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- surewhynotlem@lemmy.world ⁨1⁩ ⁨day⁩ ago
  Fuckin weird. But if you can tolerate that, you can use him to get ahead I guess.
  
  But that’s not a friend. Don’t trust them as one.
  
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- dhork@lemmy.world ⁨2⁩ ⁨days⁩ ago
  So, in that case, since we can rule out him trying to get in your pants (unless he happens to be in the closet, but that seems unlikely) the key thing you need to watch out for is any appearance of favoritism. Even if the guy is a good manager and is not letting his free time with you affect his decisions, it might affect how other people on your team perceive your assignments. It could also make your boss uncomfortable if they think that you have more access to the CEO.
  
  And everyone is human, the CEO might be older but he clearly has his own issues. Look out to make sure he is not using you as a proxy for his son. But, on the other hand, if he simply has a desire to mentor someone and you happen to share similar enough interests, there is nothing wrong with that.
  
  Like anything else involving adults, though, communication and transparency is the key thing. When people ask you what you both talk about, be honest, without oversharing. And try not to accept any gifts or favors that make you feel uncomfortable – you are allowed to say no, even if the other side perceives it as “generous”.
  
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  - GaMEChld@lemmy.world ⁨1⁩ ⁨day⁩ ago
    Or even overcompensating in the other direction in order to avoid the appearance of favoritism.
    
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    dhork@lemmy.world ⁨1⁩ ⁨day⁩ ago
    My experience is that managers don’t normally “overcompensate in the other direction” on purpose. After all, if they are friendly with someone, they will be inclined to help them.
    
    Two exceptions:
    
    Bad managers make bad decisions generally, and usually for illogical reasons, so they might do this by accident.
    
    Owners of family businesses can be much harder on their kids when they first start out, because the owners mean to have the kids run the business when they retire, so want to do a “trial by fire”
    
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