What Burnout Taught Me

Every team has one, the person who does it all. For years, that person was me.

I stayed late, fixed problems, carried the load, and told myself I was being dependable. But the truth was more complicated to face because I was over-functioning, driven by a blind spot that equated effort with worth.

I believed my hard work made the team stronger. In reality, it made them weaker. The more I did, the less others needed to do. I created dependency, not empowerment. My need to be important quietly crippled collaboration.

Eventually, exhaustion became my teacher. I realized that when one-person over functions, others under function. The balance breaks, and resentment follows.

Leadership isn’t about doing everything; it’s about trusting others enough to share the weight. It’s knowing when to step back so others can step forward.

When I began delegating, mentoring, and allowing room for mistakes, something powerful happened: the team grew in confidence and capability. My new job wasn’t to fix everything; it was to develop everyone.

The urge to prove yourself can rob your team of the chance to prove themselves. Real strength is shared strength.

Watch for the blind spots.

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