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Dear Quota Team,

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My manager just assigned me to mentor a new hire, and I'm struggling with feelings I'm not proud of. This kid is 23, fresh out of college, and clearly has natural sales talent that took me years to develop. In his first month, he's already closing deals that would have intimidated me as a beginner, and clients seem to instantly trust him in ways that still don't come easily for me after five years in this role. My manager chose me as his mentor because I'm a "steady performer with good fundamentals," but watching him effortlessly handle objections and build rapport is making me question my own abilities. I know this is petty and unprofessional, but I can't shake the feeling that I'm training my own replacement. How do I mentor someone effectively when their natural talent is highlighting all my own insecurities?

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Insecure in California 

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Dear Insecure,

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Remember, your manager chose you as a mentor for good reason. Natural talent is impressive, but your experience navigating challenges, and building steady relationships is invaluable knowledge this new hire desperately needs.

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Reframe it: you’re not training your replacement, you’re developing a future ally. His wins don’t diminish yours. Focus on teaching him the lessons that only come from experience: like handling difficult clients, managing pipeline fluctuations, and avoiding common pitfalls. Who knows, maybe he'll end up running his own sales team one day and call you up with a lucrative job offer.