[CameronBanga]

I've been working on a similar transition starting six months ago, in a very large organization (240k employees). There's an endless amount of reading you could do, podcasts to listen to, etc. I'll be short and sweet and focus on a single point that has worked well for me so far.

Focus first and foremost on helping coach and improve the performance/productivity of the people on your team, each and every day.

If you're a good engineer/employee in general, this will be very hard for you. Mostly because, it will make you feel much less productive and as if you aren't contributing. You won't be able to commit as much code, perform as many code reviews, etc. You will at times worry that you are falling behind, or at times even as if your team members are outperforming you.

Don't worry about your personal productivity, just worry about the improved productivity of those on your team. No one will ever fault you as a manager if you are known for consistently making the people below you better, regardless of where they currently sit with respect to position, skillset, etc. And an improve team will lead to an improved product, even if you aren't the one committing the most code or new features to that product.