[sgwizdak]

Clear out what your obligations are with your management.

I've been in positions as a senior software engineer where it's my job to carve up projects and have make sure juniors can get things done. That means checking in with them, make sure they understand stuff, make sure quality is high, and ensure they're not getting blocked. Your management looks to you get the project done. You are not measured by your IC but by your ability to force-multiply to knock out projects.

In these situations, your individual IC contributions go down, but you effectively get to claim delivery of the project under your belt based on ensuring delivery success. (It may be critical in these situations to track how you made that happen.)