There’s a pattern I see in capable teams that looks like a people problem, but usually isn’t. Everyone is working. Everyone is smart. And somehow progress still depends on someone stepping in—again and again—to reset priorities, re-litigate decisions, translate what was “meant,” or stitch together work that should have held on its own. When that becomes normal, the system defaults to personal heroics: more effort, more meetings, more escalation. It can feel like leadership. I

Leadership is getting heavier. Not because leaders are less capable, but because many organizations have quietly redesigned the job into constant intervention. You can see it in everyday moments that have quietly become normal. Work pauses while a leader says, “Let me just go investigate,” and returns later with direction. Stakeholder conversations are delayed because the leader prefers to be the primary communicator, or wants to “check in first.” Teams keep circling back bec