I&#x27;m going to take a different tact here, because while the top-voted posts (&quot;don&#x27;t be a jerk then&quot;) are probably good advice, it&#x27;s not the easiest message for anyone to receive.<p>Consider this: most people will like working for a lead who gives them a lot of value.  This isn&#x27;t necessarily an &quot;education&quot; -- that&#x27;s not a really tangible thing that directly improves their situation, and it feels bad.<p>What a team lead can do, that does improve their situation, is allocate work that gives people the opportunity to grow.  Work allocation is one of best ways to mentor a junior engineer, if you give them the right work.  Andy Grove touches on this a little, when he describes &quot;task-relevant maturity.&quot;  Beyond that, engineers need projects they can point to, that show off the upper ranges of their abilities, in order to experience career growth.<p>Beyond that, the usual team-lead skillset applies: providing cover to do good work (redirecting bullshit), long-range vision and planning, and reducing uncertainty.  Hope this helps.