One of the most rewarding parts of leadership is to be a Mentor. You can lead your protege along a path with guidance but also allow the freedom to fail. You are assessing their decisions while challenging them and providing your experience as a sounding board, averting failure. You still see the failure without experiencing it.
Accelerating not only the proteges’ understanding but providing a quicker path to success without having to experience the rath of failure. Not that failure is not valuable.
Providing guidance, for instance, in dimensional management, as complete as you may be, is much more effective overseeing a mentee applying what you have provided in your teaching. Able to give feedback and extended learning while observing your protege in the dimensional management role.
Mentorship, depending on where you are in your process, is a flexible schedule of time we provide. It can be as little as a couple of hours a week. Or a few days a month. The key is to establish a timeline and continually communicate. Bringing actual value that will assure your engineer is growing beyond what they may do going it alone.
