I&#x27;ve been a team lead for less than a year but it feels somewhat natural for me since I&#x27;ve handled leadership roles informally on projects in the past. The hardest thing is having to delegate when a fire&#x27;s going on that you know how to fix but you have to stop trying to uh... &quot;do work&quot;<p>If you embrace that you&#x27;re expected to be a force multiplier for the team, you have the right mentality. But being sensitive to what role you need to play is critical. Sometimes you need to be a tie-breaker on a heated argument on a framework decision (lead by wisdom &#x2F; deference to your respected authority), perhaps people are in despair and they just need someone that puts everyone at ease that something&#x27;s being done right and you should just step in and write a reference implementation (lead by example).<p>One thing I would add is that you should find out if there&#x27;s a program &#x2F; product manager present and ask to interview with that person if you haven&#x27;t. If there&#x27;s no such role, you will have to pull triple duty as a product &#x2F; program manager potentially by making a lot of strategic decisions probably. At that level, you might as well be considered a CTO though rather than a technical middle manager basically.