Dear Bob ... This is in response to How do you value your staff. I wonder what that concept would suggest when it comes to training and mentoring? I tend to want someone to learn the lessons that have been valuable to me. That's not a bad thing--after all, those are the lessons I'm qualified to teach. But are those the lessons that are most important for someone who's gifted at a different "job dim Dear Bob … This is in response to How do you value your staff. I wonder what that concept would suggest when it comes to training and mentoring? I tend to want someone to learn the lessons that have been valuable to me. That’s not a bad thing–after all, those are the lessons I’m qualified to teach. But are those the lessons that are most important for someone who’s gifted at a different “job dimension”? Jonathan CamenischJonathon …Good question. I don’t have a great answer. Certainly, coaching based on your experience will be valuable to someone who asks for it. It’s also likely to be valuable to a direct report who’s clearly in trouble because they lack some of that experience. I say direct report because in that situation providing coaching is part of your job description.In any other circumstance it’s just butting in. Unless, of course, they ask you for help. Remember what my 16-year-old daughter reminds me on a regular basis: Unsolicited advice doesn’t accomplish very much.Also remember the wise words of Marquis de la Grange, who said, “When we ask advice, we are usually looking for an accomplice.”– Bob ——– Technology Industry