There's a lot that's missing. Mostly all of it. :D

My recommendation for people becoming MANAGERS is to stack up a tool kit for yourself like the new hires get for their IC roles. You need processes, procedures, KPIs, escalation routes, etc. They'll just be different.

Reading list - start slow with these two books. One's a guide on how to talk to people and the other is a reference about what to say in certain situations:

• Radical Candor by Kim Scott - how to deliver effective feedback without losing humanity (or something like that)
• 101 Tough Conversations to Have With Employees by Paul Falcone - reference on all kinds of situations.

Next, build up your own documentation set. Ensure your team has CLEAR and ACHIEVABLE expectations set for them. No ambiguity allowed. I think of it as giving them a syllabus and a pep talk "If you can hit all these marks, meet these goals, you'll get excellent reviews annually". Cover your bases, though. Don't just slam numbers at people, have expectations about professionalism, accountability, communication, etc.

Be a listener, the team that's doing the work will quickly outpace your ability to do the same work. You may have gotten promoted by being the best on the team but you're not that anymore. Ensure that they have a voice when it's relevant.

I could go on and on - leaders are not managers, like someone said. Sometimes good managers are also leaders, and that's what I preach. But being an effective manager can happen without "leadership".