Sometimes this means a bunch of things. For clarity, are you supervising people on the team or mostly guiding the team's work on a specific product?
In addition to others' recommendations about reading "The Manager's Path" (this is a must-do! An excellent book) I would take a look at how the team makes technical decisions and make sure that's healthy, and also make sure you have an understanding of the core value your product is trying to deliver by talking with your Product Manager.
If you are the defacto Product manager, make sure you know what the business is trying to accomplish so you can build the right thing and prioritize appropriately.
The more I do this work, the more a clear, open, decisionmaking process and a clear understanding of the value increment power everything else. Context and a way to talk about it.
One other note: your job will change. Know that. Be OK with it.
In addition to others' recommendations about reading "The Manager's Path" (this is a must-do! An excellent book) I would take a look at how the team makes technical decisions and make sure that's healthy, and also make sure you have an understanding of the core value your product is trying to deliver by talking with your Product Manager.
If you are the defacto Product manager, make sure you know what the business is trying to accomplish so you can build the right thing and prioritize appropriately.
The more I do this work, the more a clear, open, decisionmaking process and a clear understanding of the value increment power everything else. Context and a way to talk about it.
One other note: your job will change. Know that. Be OK with it.
Good luck!