We had started a new practice. Now, I wanted to build on the success of that practice. I decided that one key supervisor a day, rotating among the XO, COB, Weps, Nav, Eng, and Suppo, would have an hour-long mentoring session with me. The rule for the mentoring meeting was that we could talk only about long-term issues, and primarily people issues. All business concerning a leaking valve or failed circuit card had to occur outside these meetings.
