Being promoted for excellent individual work and then being asked to stop doing individual work is one of the strangest transitions in any career. The skills that earned the promotion are not the skills the new job requires, and many people spend their first year discovering this the hard way.
Accept that your output is now indirect
The hardest adjustment is that you will end many days with nothing you personally made. Your output is now what your team produced and whether they are set up to keep producing.
People who cannot make this shift end up doing their old job plus a management job, which is unsustainable and also prevents their team from developing.
Stop being the best individual contributor
The instinct when something is going slowly is to take it over and do it yourself. You are probably faster, and it will work once.
Do it repeatedly and you have a team that cannot operate without you, no time to manage, and people who are not learning. Letting someone take longer than you would is not inefficiency, it is the job.
Have the awkward conversations early
New managers postpone difficult conversations, hoping problems resolve themselves. They rarely do, and the delay makes them harder.
Addressing a performance issue in week three is a small conversation. Addressing the same issue in month six, after it has become a pattern that others have noticed, is a large one.
Manage the transition with former peers
If you were promoted from within, the change in relationship is real and pretending otherwise makes it worse. You now have information you cannot share and decisions that affect them.
Name it once, briefly and without drama. Then be consistent and fair. What destroys these relationships is not the change in status but perceived favouritism.
Learn what your team actually needs from you
Different people need different things: one needs clarity and autonomy, another needs frequent check-ins, another needs to be told directly when something is not good enough.
Ask them. Most people will tell you plainly if asked properly, and guessing wrong for six months is expensive.
Protect your team from noise
A significant part of the job is absorbing organisational churn so your team can work: filtering requests, pushing back on unrealistic deadlines, explaining context rather than passing on panic.
This work is invisible to everyone including your own manager, and it is most of what distinguishes a good lead from a message relay.
Find support outside your team
You can no longer complain to the people you now manage, and the isolation surprises most new managers. Build relationships with peers at your level, inside or outside the company.
Almost every problem you hit in the first year is one that other new managers hit too, and talking to them is faster than working it out alone.
Give it a year before judging
The first six months of management usually feel like doing a job badly, because you are doing an unfamiliar job and have lost the feedback loop of visible personal output.
Decide after a year, with real information, whether this is the path you want. Going back to individual work is a legitimate choice and not a failure, though very few people are told that.