[0] This means you can raise your rates without fear, btw.
[1] To be clear, mentoring is a lot more than just this. Whole books have been written about mentoring, read them.
This at first bothered me a lot, due to Agile micromanagement, but after a few months the company realized my work load is nothing like engineering, and because I have to become the domain expert on a topic to solve the challenges at hand, I end up knowing best what the next steps should be. After realizing this the company has since put me in the team lead meetings (which is excessive imo) and has personally requested that I make my own epics, issues/pbis, and do my own refinement. The only downside remaining is the company wants presentations every two weeks, but now I'm in control to slowly grow my pbis into whatever time span I want (within reason), allowing me to present as often as I want. Responsibility comes with rapport.
I used to rant a lot. At times it was perceived as an attack on someone's work, when it wasn't meant to be. Then, I'd apologize, assuming it was ok.
I was experienced, and I thought I was being paid to mentor and oversee as part of my work.
I thought that others would understand and sympathize that I ranted because I was under a lot of stress. They didn't.
They would tell others, and they would not confront me about it, which eventually resulted in a hellish working environment and semi-isolation. I believe at least one was even being unethical in their reaction to me speaking my mind, causing problems for me, probably with the best intention to wear me down, to get rid of the toxicity in their work environment "for the good of the whole".
I now try to think about what I say, even when being direct would solve a problem more quickly. Sometimes that means that when I'm on calls, others will run over me. To get over that, I also try to act and believe that the other person is more qualified. I don't do that with everyone, and it's not appropriate for speaking with young children, but it's usually good.