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Most owners take pride in this: someone brings a problem, and they solve it fast. Faster than anyone else on the team could. It feels like a strength, and it is one — right up until it becomes the thing capping the business.

Here's the mechanism. Every time you solve a problem faster than your team could, you teach them one lesson: bring it to the owner. Not because they're lazy — because you're a faster, safer route to a solved problem than figuring it out themselves. You've built the fastest path in the building, and it runs straight through you. Every time.

The cost doesn't show up immediately. It shows up eighteen months later, when you're still the fastest solver, decisions still route through you, and you can't understand why the team hasn't "stepped up" — without seeing that every time they tried, you solved it before they finished figuring it out.

Being the fastest solver and being the best leader are different skills, and they actively compete with each other. The fastest solver removes the problem. The best leader makes sure the problem doesn't need them next time.

The practical fix: the next time someone brings you a problem you could solve in thirty seconds, don't. Ask what they'd do first. Let the answer be wrong sometimes. A slower, worse decision that someone else made and owns builds more capacity than a fast, correct one that reinforces they should keep bringing it to you. Speed feels like leadership. Often it's the opposite — it's just borrowing tomorrow's capacity to pay off today's fire.