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IS YOUR EXCELLENCE KEEPING YOU STUCK? Are you becoming the best-kept secret in your company?

You’re the one everyone goes to when it has to be perfect.

 You are your company Safety Net. But, this is a trap.

While you are busy with the over-delivery, your strategic authority is disappearing.

 

 

Let's see if you—and the top talent in your company—are stuck in the Fixer Cycle.

Let's Find OUT

Start

Question 1 of 7

1. A high-priority project is falling apart at the 11th hour. What is your role?

 

 

A

I’m the one who stays until 9:00 PM to manually fix the errors because "it’s just faster if I do it."

B

I guide the team through the fixes but I'm still heavily involved in the "how."

C

I'm the one explaining to the client why the delay happened and what our next move is.

Question 2 of 7

Look at your inbox. Are people asking for your decision or for your labor?

A

90% are tasks. People send me things to "check," "polish," or "fix" because I'm the expert.

B

It’s a mix of task requests and some random strategic questions.

C

Most are asking for my strategic direction on where the project should go next.

Question 3 of 7

You’ve just delivered a massive result. What happens next?

A

"Thank You" email, and then my boss asks me to help with someone else's mess.

B

A mention in a meeting, but no one asks how I actually achieved it.

C

A meeting with leadership to discuss how to scale my success across the company.

Question 4 of 7

You want to delegate a task to free up time. What stops you?

A

Honestly? Explaining it takes longer than just fixing it myself.

B

I don't feel like anyone else on the team has the right skillset yet.

C

Nothing. My team handles the execution so I can focus on the next big move.

Question 5 of 7

Look at your "To-Do" list for today. How much of it is actually your job?

A

Most of it is "firefighting" or finishing things other people didn't do right.

B

It’s a mix of my own projects and a lot of status-update meetings.

C

It is 100% focused on high-level decision making and future planning.

Question 6 of 7

A senior position opens up. Why are you (or the women like you) not the first choice?

A

"We can't move her—she's the only one who keeps this department running."

B

"She's great at her job, but we haven't seen enough 'strategic presence' yet."

C

"She's the obvious choice; she’s already been leading the strategy for months."

Question 7 of 7

How does it feel to be the "Go-To" person for every problem?

A

Exhausting. I’m proud of my work, but I’m running in place while others move up.

B

It’s fine, but I wish I had more time for the work that actually matters.

C

Rewarding, because I only handle the high-level, strategic problems.

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