The instinct to stay hands-on with the work you're personally good at is common in a first management role, and it's costly. Hand off one real thing, deliberately, before day 90.
Staying close to your old work feels safe, it's the thing you know you're good at, and letting go of it feels like giving up your only proof of competence. But every hour spent doing your old job is an hour not spent doing the new one, and your team notices which one you're actually showing up for.
Real delegation has three parts: clarity, capability, and then trust. Skip clarity and they guess at what you actually wanted. Skip capability and you've set them up to fail. Skip trust, hovering, re-checking, quietly redoing their work, and you've delegated the task but kept the anxiety. Half-trust is worse than no trust: it gives them the responsibility without the room to actually carry it.