Have regular 1:1s. Provide private, clear feedback immediately after either positive or negative work. Don't micromanage. Have clear goals that roll up into a well-articulated project strategy that rolls up into the company vision.
Most of the key behaviors and activities that a new manager needs to learn are pretty straightforward - easy to explain, easy to see the value of, and easy to understand why doing them incorrectly will go badly for the individual and team.
But one of the most challenging tasks to teach managers is when to be more hands-on with task assignment for an otherwise very senior staff member. And that's where I like to turn to the lessons of Moby Shinobi.
The general plot of all of these books is similar - the little guy is literally a fully trained ninja. And he'd like to help out around the farm or firehouse or, in this case, a pizza shop. But in the case of each task he's given, incomplete instructions such as "throw the dough" or "slice the pizza" go hilariously awry when interpreted from the context of a ninja.
But if you don't find a way to make space for them to build new expertise and ramp up, it'll end just like in the Moby Shinobi book above, where they lose the key down the sink and - rather than just pulling it out of the P-trap - he breaks the security mechanisms with a ninja kick. Clearly not the best or even a good solution, but one where everyone involved can all publicly claim success and then move the ninja out the door and swiftly back to their original work. We've all lived through that situation, where the expert was called in to help and delivered a solution that technically worked or was a reasonable workaround but everyone realized it would have to be rewritten ASAP. And so you all "declare success" and move on.
Commit to doing well for your team, providing the opportunities to create breakthroughs, and the fact that sometimes exactly the right thing will feel like micromanagement.