培养工程师是领导工作的核心部分，虽然经常被低估。你团队的上限是其成员技能的总和，而提升它的方式是给予人们stretch work、coaching和feedback，而不是替他们做困难的部分。
如何在实践中进行mentoring
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✓ DELEGATE stretch work — slightly beyond their current level
✓ Let them STRUGGLE productively — don't rescue too early
✓ Coach with QUESTIONS — "what have you tried?" beats giving the answer
✓ Give SPECIFIC feedback, soon, both praise and growth areas
✓ Make GROWTH visible — connect work to their career goals
✓ Model the behavior you want — they watch what you do
一个具体例子
一位中级工程师从未设计过服务。与其自己设计，不如给他们设计任务，但要有护栏：