You built this because you were good at something. Before there was anyone to hire, there was you, and you were good enough at your one thing that people kept coming back. That skill is the reason the whole thing exists.

Then you hired people, and something strange happened. You kept their work. Not on purpose. It came back half done, or it came back slow, or it was just faster to handle it yourself, and every time you took it back you were being responsible. You were also being pulled one more direction.

Now you can do anything, so you do everything. Ten directions before lunch. And the one thing you were great at is the thing you never get to touch, which means you are getting slower at it every quarter while everyone still calls you the expert.

I have been there. I tried to be good at the things I am not good at, and I called it leadership.

Here is what I believe: nobody was built to be all things to all people. You were built for one thing. The job is not to get better at your weaknesses. The job is to name what you are best at, staff the rest, and get great at your one thing again while what you lead gets great at its one thing.

That is twelve weeks of work one-on-one, or once a month in your building with the leaders you have raised up. You supply every answer about your organization. I hold the framework and ask the questions.

Twelve weeks from now, your time and attention go to what’s important.