TL/M like you're doing (leading a project but also managing people aspects) can work but it's not ideal. If your team grows much beyond where it is now, you should probably decide if you want to be a TL or an eng manager, as if you try to do both, you'll do neither particularly well.
That aside... Trust. Trust your team, trust your manager, trust other teams. Resolve or escalate when that trust is violated (which ideally is a 1:1 conversation as a first step). Just try to remember that most people are some degree of competent and are trying to do the right thing.
Managing is an incredible opportunity to spread your knowledge around and increase everyone's productivity (and hopefully happiness). Your job is to unblock your team through any and all obstacles. Hopefully your experience helps here, and to increase it you should try to get another manager to mentor you.
I've been managing for a few years now. I miss the coding sometimes but I like watching people grow and being part of that growth.
That aside... Trust. Trust your team, trust your manager, trust other teams. Resolve or escalate when that trust is violated (which ideally is a 1:1 conversation as a first step). Just try to remember that most people are some degree of competent and are trying to do the right thing.
Managing is an incredible opportunity to spread your knowledge around and increase everyone's productivity (and hopefully happiness). Your job is to unblock your team through any and all obstacles. Hopefully your experience helps here, and to increase it you should try to get another manager to mentor you.
I've been managing for a few years now. I miss the coding sometimes but I like watching people grow and being part of that growth.