Well that’s an intriguing title. Why would you not want to be the best. The aim is always to maximize the team’s output and performance. A great team needs a leader, but the leader should lead, not be the smartest person in the room because that will stifle debate and the output of the team may never get beyond the intellectual performance of the leader. A great coach is usually not a good replacement for any of the star players on a sports team.
The transition into management can be difficult, as you move from trying to contribute the best solutions to engaging team members in providing the best solutions. You will benefit greatly from an enhanced understanding of the material and you will be able to guide the discussions better when having first hand experience on the matter but you will need to fight the temptation to validate all offered solutions against your own skills and knowledge as your team will most likely be able to exceed the quality of your individual solutions.
Suddenly your role is less about content and more about context. You provide the parameters that the organization has set, you guide the discussion and guard the timetable. You will be held responsible for the eventual course of action but you will need to get comfortable with reaching solutions and results through others, your team, and not rely on your own individual efforts as the main source for the result.
Your role will be to evaluate if the suggested solution, after being worked by a team, kicked around by your specialists, “trouble-shooted” by your experts and dissected, altered, re-engineered and put back together by your engineers, eventually solves the issue it was requested to solve in the first place.