I have recently hired two junior people at my company and one of them is having kind of a similar experience to you in that they’re taking a while to ramp up an

I have recently hired two junior people at my company and one of them is having kind of a similar experience to you in that they’re taking a while to ramp up and has made a couple minor prod blunders. Yet my only indirect annoyance has been that I can’t delegate what’s on my plate fast enough. Even then the solution there is to hire more senior people, not magically wish the junior person was less junior. Onboarding is very tough because there is no substitute for it but time. And new people are hired because the existing team didn’t have enough time. Here’s the thing: the way I see the prod blunders were as gaps in our process. If our process or environment is such that a new person can bring down the whole system (just an example, this didn’t actually happen), or cause some data loss, that’s on me for creating that environment, not them. That doesn’t mean that we say it’s totally cool to make mistakes. We review what went wrong, what they can do differently to avoid it, and what we can do differently too as a team. Also like someone else said, I’ve written code for 20 years and still make blunders. But I can figure it out and recover faster. But it still happens. So it’s important to lead by example as a senior person in how you respond to crisis.