Develop others
Mentorship is not a speech. It is a sequence of small decisions they own, and you review with them.
Loop
- Offer a real decision with constraints and a review date.
- Let them choose. Stay available; do not take the thinking back.
- Review the quality of the judgment, not only the outcome.
- Raise the next decision one notch — still small enough to finish.
A director I trust should own this domain. How do I hand them a real decision this week and stay close enough to review it well?
Design a 30-60-90 development loop for a high-potential operator who is strong on execution and still growing political judgment.
How do I give feedback that names the real issue with dignity — clear, kind, and useful?