I work in IT Security as the team lead of the team. I really enjoy mentoring younger, more junior colleagues of team and in the past, my manager has complimented me on how teaching and leadership are strengths of mine.
The quality of the team's work is superb and I get along very well with them. We communicate well and they are satisfied with my leadership. However, there is one issue I noticed - helping junior team members see the WHY behind the tasks our team does / security control implemented. These members have about ~ 1.5 - 2 years of work experience and come from a mix of technical and non technical backgrounds such as EE, CS, accountancy / audit and law.
For example, this week I was signing off on some code security reviews / new security implementation plans, and asked my team members why they thought these tasks being done and how the new security controls will be beneficial to our mission of continuous security monitoring . The team members' response was compliance with company security policy requirements which is true and good. However, I was expecting a response more in line with security risk mitigation and active management, and because these controls are best practice and proactive / future looking. In other words, I am more interested in the underlying spirit of the law perspective rather than simply to check off the boxes merely for compliance purposes.
How can mentor the team to move away from a compliance - focused perspective, and understand the deeper reason for our work?
Is my expectation reasonable or unrealistic, given these are junior team members although they come from somewhat technical backgrounds