Someone on your team may be close to where you were a year ago. Start treating their growth as part of your job, not a distraction from it.
It's tempting to view developing a future manager as a nice-to-have you'll get to once things calm down. Things rarely calm down, and the manager who waits for a quiet moment to invest in someone else's growth usually waits indefinitely.
Identify who on your team is ready for more ownership
Not necessarily your most senior person, the one showing judgment beyond their current scope.
Give them something real to manage, even informally
A small project, a junior hire, a piece of the team's process. Let them practice before the title exists.
Treat their growth as your output, not a side project
Developing someone else's judgment pays off more than almost anything else you could spend that hour on, even when it doesn't show up on a dashboard.