One of your long-term responsibilities is to grow your team so everyone is more effective in the future. To elaborate a little more on #1, the primary tool at your disposal is the ability to allocate work. It's important to allocate work in ways that are both achievable and meaningful to your team's growth. This means two things:
(1) Breaking projects into small enough chunks that they can be taken on by a single engineer.
(2) Coalescing small tickets into bigger projects so that they can be taken off in a larger chunk.
It's tempting to give all the small tickets to junior engineers, especially close to a release, but occasionally giving people projects that at the 90th percentile of their capabilities both gives them skill growth and gives them something to point to as an accomplishment come performance review-time.
(1) Breaking projects into small enough chunks that they can be taken on by a single engineer.
(2) Coalescing small tickets into bigger projects so that they can be taken off in a larger chunk.
It's tempting to give all the small tickets to junior engineers, especially close to a release, but occasionally giving people projects that at the 90th percentile of their capabilities both gives them skill growth and gives them something to point to as an accomplishment come performance review-time.