Comment by skeeter2020

Nothing here is wrong; some of it good, but it's missing the foundational piece that - if you get it right - helps with everything you need to do and mitigates the countless mistakes you are going to make: you need to genuinely care. How you show your team you care is going to be different, but once (ed: if!) you do you get a pass on the little mistakes, they won't jump to the least charitable interpretation when you don't communicate clearly or fully, they will want to help you because you want to help them, and you will win together.

So how do you demonstrate caring? For me (YMMV) I prioritize relationships over everything else at the very start; you will be dropping the ball somewhere but can recover from technical gaps, product knowledge, etc. I get in the trenches with the team, not to do their work but to try and make it easier; the important but non-core stuff that nobody wants to tackle. For each direct I continually ask "where is this person heading and how am I help them get there?".

One tactical tip: too many managers - especially new ones - focus on mentorship, and then maybe coaching but neglect sponsoring. This is so important, very passive but probably takes the most energy because you need to keep your receiver power at 11 and then connect the indirect dots. The act of recognizing and connecting an individual with an opportunity is deceptively hard, but the returns for everybody dwarf any advice you can give.