I think in a management role, you have to think on your feet, even on long term things. It might be better to transform your role into something that fits what

I think in a management role, you have to think on your feet, even on long term things. It might be better to transform your role into something that fits what you want while still serving the position/s that you are in. If you say you want to mentor people, then it is something to develop. I think one key thing in any team is to always be solving problems, whether it be bugs or finding problems to improve. Take a few new or junior people and tackle the bug list together, figure out what can be done better and build on it. My mistake was not moving to something new (new position, new company, etc.), but it helped to have a manager myself where we can brainstorm on my problem. [EDIT: Also in my experience, dev teams need voices, whether it be control of the backlog, a way to advocate for the team, etc. I think those who can talk with their team and construct plans when dev teams struggle to find voices. By constantly solving problems with other team members, particularly seeking for them to solve the problems, you are helping them towards giving them a voice.]