I am the Tech Lead of a team. I am usually there for the team's technical challenges, code reviews, quality processes and the like. No one in the team is a direct reportee, all of us report to a common Manager. So you can see that I do not have any authoritative position as a lead. Also on their performance my reviews are just a "feedback for further consideration" to my manager. I am also an individual contributor.
My situation is such that I only need to solve "technical" or "architectural" challenges which the team comes across. However, the qualitative or suggestive approaches I make during such problem solving are usually not paid attention to by the team. They do not have an open, accepting nature to my suggestions. As long as their code is "fixed" and all quantitative metrics are met, they are not bothered.
My Manager expects me to "mentor" them so that they can adapt these best practices I preach and follow. Essentially he wants me to mentor them so that they learn the "tricks of the trade" - put simply, get skilled the way I am.
However, apart from the problem at hand & its exact solution, the team is not ready to collaborate, follow or adapt. There are set standards & processes they already follow but it seems like they do not want to "grow" according to my suggestions. It's not that they do not listen, I do not see them adopt the approaches I suggest the next time.
How do I change my approach so that the team starts taking interest? Or should I convey this situation to my manager since he is expecting the team to get more "skilled". I do not want to sound "complaining" to him against the team that no one is interested.