They are all differently abled

If you get the best team in the world no doubt you will be able to deliver. Actual leadership lies in making the available team best for the work. That said, I do understand that there are challenges and at times it might not be possible. Did you try enough?

Technology is evolving at a fast pace. Different type of technical challenges are coming our way on daily basis. Not everyone you hire or is in your team can cope up with the demand. Many a times I have seen this problem. After giving some thought I realised few things which we could and should do.

Engineers

Most of the engineers I interacted with in past few years have complaint related to compensation and work complexity. They feel that they are spending extra hours because of complexity or length of work and are not being paid enough. True at times but not always. Gone are those days when you have to write plain HTML as part of your job. Softwares are way more demanding and not companies. You need to evolve with technology or else you will always feel that you are doing more because you will be learning and solving problems(learning related) on live projects. This definitely leads to more uncertainty and thus bugs and at times wrong implementation because of lack of expertise. 

Management

We are not in stone age of software development. You cannot keep evaluating/estimating the work with same parameters as you were doing say 5 years back. Processes or a specific methodology (say Agile) will not produce softwares. Systems are polyglot in nature and also has lot of dimensions, there are various components which need to interact to produce a working platform. Stop comparing platforms, every platform has its own challenges. Stop complaining about talent pool, groom it too. Start identifying the unique capabilities of individual and demands of your system. Come out of comfort zone.

Back to business - Ability

Above written background was required. We should all understand that the problem lies everywhere and not just at one end. Thus, we all need to collaborate to solve the problem instead of cribbing.

1. As an individual we should work on our ability and continuously learn. One hour's learning (daily) can save you months of hard work. 
2. Management must realise that we must allocate some time for learning. Most of the times we spend even more time fixing those bugs and a whole phase or sprints refactoring what all we patched while fixing those bugs. 
3. Senior members should take more responsibilities. This one is tricky but important. Why are you a senior? Is this because you have spent more years in industry? I would say "No". You should consider yourself senior if you have gained enough knowledge, if you can envision the challenges etc. Above all, if you can communicate them.

Lets take an example, when you are working on a maintenance type of project for a financial client. The ecosystem is big and complex. There are many technologies and moving parts. The moment a new team member joins, what do we say or ask for? KNOWLEDGE TRANSFER. This applies in every scenario, sadly enough we do not realise it. 

Lets take another example, when you are starting a new project in service industry and have a pool of technical resources what do you do. You start mapping their skills and abilities with work required. I have seen failures there because few of us are still in stone age.

Point 1 - When you are learning you are taking KT from the authors of the book, blog and/or technology.

Point 2 - When you as management is allocating time for learning and encouraging knowledge sharing (may be with some rewards) you are transferring knowledge. It will help you on daily basis and in long term.

Point 3 - You as a senior member can envision the challenges and learning required to overcome them. You can encourage the team to learn the same and also contribute in the process.

Back to title - They are all differently abled

Already we have discussed different abilities or say responsibilities but there is more. When going get tough then people tend to find quick solutions. They might seem correct for short term or some scenarios but are they actually correct? I have seen one solution many a times in my career. We have given enough chances to this guy. This guy is not improving, we cannot stick with him any longer. 

Thomas A. Edison, Albert Einstein, Leonardo da Vinci and Pablo Picasso had dyslexia. They were not successful immediately but eventually. Also, they may not have succeeded in the normal things but in unique things.

Similarly, as a leader you must identify what your team member is best at. There is so many things to be done. One guy could be good or get better in one particular thing. You need to identify the ability and act accordingly. You should not just go for the quick solution. Who knows, that guy might be "Einstein" of your team. 

Many may say that, this is not my job. Sure, this is a true leaders job may be not yours. Many organisation will say that, this is not what we intent to invest in. Sure, only good organisations will invest in future. The technical pool keep revolving from one organisation to another. You always want someone who was groomed elsewhere or self-groomed. Think about if everyone stop taking this responsibility. 

That said, as an individual it is your responsibility to speak up too. You must make your team aware of what you are good at and what you want to be groomed at. If you are lazy and just want to do what you are asked for then stop comparing pay checks. Also, you may succeed for initial years of your career when you are considered as less experienced but as you will grow in your career you will face these challenges. It will get tougher to justify your pay check at times.