So you wanted to assess the state of affairs in the team. We turned out to be a just appointed lead or exhaled after the first completed project, which we did not only with our own hands. Before rushing for a new project, we thought:
Now the product of work as a team lead is no longer just a code, not the number of closed tasks on time, and not even the elegance or speed of solutions.
You have already tried or are trying to control these parameters directly and found out that live developers are not pure functions that receive tasks as input and provide new functions and fixes, because you tried to control the input, achieve crystal clear requirements and decomposition - take the cubes and assemble the product which is of course fantastic.
Now you're not only writing code in more hands. You are looking for technical leaders within the team and letting them realize their ambitions, which gives rise to people. Do you feel the difference?
Feelings in this aspect can be both useful in order to understand others. They can also distort your picture of the world. A completed project, a prize, changes in the company, ambiguous events - simplify the range of assessments - "we are fine," "everything is bad, we are drowning", "normal". Such an assessment in the notes will not give an understanding of what happened a year ago and will not help solve the problem.
Deepening this understanding, I want to start from the premise that the product of the team lead's work is team health. Let's try to evaluate it by looking at our team from several angles.
Team development stage
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Also, from the assessment of the health of the team as a whole, the issue of clarifying the state of individual participants was deliberately removed - for a focus on group interaction, however, if you are just immersing yourself in the team, it is assumed that one-on-one meetings have already been held.
Try different lenses to see the team. If you like more formalization, processes, and indicators, try Spotify's Health Check .