Your company promoted you into a job nobody interviewed you for.
You were hired by your own company for what you can build. Then it grew, and the work quietly changed: less building, more deciding, explaining, aligning, and absorbing other people’s uncertainty. No one handed you the tools for that part.
The first thing that breaks is context. At ten people everyone hears everything. At forty, half your problems are people not knowing. The fix isn’t more meetings, it is repeating the important things far more often than feels necessary, in the same words each time.
What to practise first
Three moments carry most of the weight: the all-hands, the one-to-one where you have to say something hard, and the moment you announce a change people won’t like. Get those three right and the rest of the culture largely follows.
None of them improve by reading. They improve by running them, badly, in a room where it costs nothing, and then again. That gap is learnable, and closing it is the difference between a good builder and a leader people follow and back.