This is a good article, and matches my experience and my mistakes :)
I would argue that the workload part ("delegate or drop what you can't do") is not ideal tho.
IMHO your default should be to delegate, and only do what the rest of your team can't do, or what you can do much more efficiently (e.g. manage a tricky stakeholder, gather information at the management level).
If you were an IC promoted to management you likely were good at delivering and proactive but this will bite back when you're a manager, cause your instinct is that you can do all that you were doing before, plus whatever your old manager was doing.
Taking the default stance that your team can handle things on their own helps with preventing the "I'm in the middle of the road" issue and at the same time reduce your risk of burning out.
I would argue that the workload part ("delegate or drop what you can't do") is not ideal tho.
IMHO your default should be to delegate, and only do what the rest of your team can't do, or what you can do much more efficiently (e.g. manage a tricky stakeholder, gather information at the management level).
If you were an IC promoted to management you likely were good at delivering and proactive but this will bite back when you're a manager, cause your instinct is that you can do all that you were doing before, plus whatever your old manager was doing.
Taking the default stance that your team can handle things on their own helps with preventing the "I'm in the middle of the road" issue and at the same time reduce your risk of burning out.