She’s That Founder
189 | Warning: Your Competence Is Quietly Becoming Your Growth Ceiling. Here's How to Stop.
The most dangerous thing that could happen to a smart woman in business isn't that she fails, It's that she's so good at solving problems herself that she never stops working.
Hey, hey, hey. You're listening to She's That Founder, the podcast for ambitious female leaders who are ready to stop being the bottleneck in their business by using AI frameworks for faster delegation and decision-making.
I'm Dawn Andrews, and today you'll discover why getting better at all the different facets of your business is sometimes the thing keeping you quietly stuck, and how to tell the difference. You'll discover the specific trap that high-achieving founders fall into that looks exactly like growth but is actually avoidance.
And one question, just one, that will tell you immediately whether the skill that you're building is an asset to your business or a liability to your leadership
Okay, sister, I'm finally back at it. I've been away from the mic for a little while, and I'm just so happy to be back in conversation with you. And I wanna start by telling you about someone, one of the clients that I work with. And as you know, I always shield a little bit my clients because I work with everybody under NDAs.
So this client runs a medical practice with an outpatient and partial hospital program. Serious and complex work. She has been a professional in her field for decades, and without question is one of the most capable people that I have ever sat across from in a coaching session.
And when I asked her how she spends her mornings, she told me she does the intake screenings for nearly every new patient herself. Now, for anyone who's not in healthcare, an intake screening is the initial s- assessment process that determines whether a patient qualifies for the program. It's essential.
It's a sales call, and it also doesn't require an MD to do it effectively. She has staff who are trained to do exactly this, and still every new patient comes through her personally because she's the one who gets it right. She's the one who has the great close rate, and she does it because the stakes are too high to risk it, because without new patients coming in, you don't keep your census numbers up, and you don't have a business that can run.
And when I asked her when she started doing this, she thought about it and said, " We've had some consistent screening errors over the last quarter, and I just stepped in temporarily to stabilize things, and that was 14 months ago."
So she didn't mean to become the screener. She meant to fix the problem. Totally get it. And she was capable of fixing it, so she did, by becoming the thing that was missing in her business, instead of building the thing her business actually needed. And now she can't step away from her front door without her patient pipeline stalling.
This is what I call the curse of capability, and nearly every founder that I worked with, especially in the stage of 500,000 to about 5 million, has the curse of capability. So I wanted to talk about it today because I have a version of it too, and I'd be willing to bet that you do as well,
Here is what I've noticed across more than two decades of working with high-performing founders and leaders.
The more capable you are, the more creative ways you'll find to avoid the harder thing. And the harder thing is always some version of trust. Trusting a person, trusting a system, trusting that the thing that you built can operate without you personally holding it.
I wanna name this without judgment, because I'm not exempt from it, not I mean, not even close. But I want you to see the mechanics of it clearly, because once you see it, you can't unsee it. And when you can't unsee it, then you can start working on it. So here's how it works.
Something in the business gets hard or breaks down, like a team member misses the mark, or a system breaks, or a client complains.
And instead of identifying what the business needs and what the system might be to fix that, or the person might be, the requirements for a person to fix that, and building towards that, a better process, a better-trained person, a documented standard, you identify what you are missing, and you go get it, and you go learn it.
You take the social media course because your content person isn't getting it right. You learn the CRM because the ops hire can't figure it out or use it the way that you'd like. Or you sit in on every discovery call because your closer isn't converting at your rate.
And in this case, you do the intake screenings because the last several have had errors Every single one of those decisions makes complete sense in isolation. You're solving a real problem with a real skill that you genuinely have, and it feels like leadership. It looks like stepping up, but it is, and it is technically solving the problem.
But here's what it's also doing. It's removing the pressure from your business and from you to actually build the thing that your business needs, and it's filling your calendar with work that belongs in someone else's job description.
The curse of capability isn't that you got too good at too many things. It's that every time the business needs a system or a tool or better performance from a person, you show up instead.
And here's where this is different from the therapist trap, if you've heard me talk about it before. The therapist trap is emotional. You absorb people's feelings because you care. And the curse of capability is strategic. You acquire skills because you're brilliant, and the distinction between these is one happens to you, the other you do to yourself with a LinkedIn Learning subscription and extremely good intentions.
So what does this actually cost? And I will tell you because I'm paying the bill myself. Hold on
Real quick, if any of this is landing and you wanna keep working on exactly this kind of thing, come join us inside the free AI for Founders community. It's where we take conversations like this one and actually apply them to your specific business.
you can find the link in the show notes
Okay, I told you that I have a version of this, and I do. And I wanna be honest about it because I think it's the only way this episode earns its keep. my curse of capability area is automations. So over the past couple of years, I've become genuinely expert level at building workflows and connecting AI [00:06:00] tools to each other, and architecting automations that most of the people that I would hire to do this can't even match, and I am genuinely kind of proud of it. I like AI. I think it's fun. I love learning it.
And I also need to tell you what it costs, because every hour I spend building an automation is an hour I'm not spending on the CEO work that actually moves this business forward, the strategy, the relationship building, the offer creation, and the offer offering.
These are the things that only I can see and decide and lead. So I'm not in the intake screening room, but I'm in the Zapier equivalent of it, and I got here the same way that my client did, one reasonable decision at a time, each one in response to a real problem, each one using a real skill, and each one making complete sense.
But here's the thing that I've had to sit with. The time I spend building automations isn't just the time I spend building automations. automations. It's also the signal that I'm sending to my team about who owns the [00:07:00] tech layer in this business. And sometimes it is me, but what's happening is they stop learning, they stop owning it, and they wait for me.
I built this bottleneck myself with tools I'm genuinely good at using. And .. real talk, getting good at the wrong things doesn't feel like a trap. It feels like expanding your capabilities. It feels like not being dependent on people or systems that don't deliver.
It feels like control, and it is control, and it's control of the wrong thing. What I've learned is this: every new skill I acquire in a zone that isn't mine is a vote against the business ever being bigger than what I can personally hold Yeah. So here's the question I've started running on myself, and it's the one I want you to walk out of this episode with.
Before you invest time in getting better at something, a course, a certification, a skill you're picking up because something in the business broke, ask yourself this: Is this skill building my business or is it protecting me from trusting someone else with my business? That's the capability check.
One question, two completely different answers. And the way you'll know which one you're in is how the question lands. If your gut response is both, keep asking, because both is almost always one of them wearing the other's coat. You'll know which answer you're in by how the question lands, because one of them gives you relief and the other gives you a flinch, like, "Ugh."
So the physician I told you about, when I ran this question with her, she went quiet for a second, and then she said, "I think I've been protecting myself from trusting a process that I haven't actually built yet." I was like, "Yes, girl, that's right." She didn't have a bad screener. She had no screening protocol, And becoming the screener herself meant she never had to build one. That is the real curse. Not that you got too capable, but that your capability became the thing that let you avoid building what actually needed to be built. The wisdom isn't in being limitless. It's in knowing exactly where your limits should be and building the right people, systems, and tools around those edges so that something better can live there instead So here's what we covered today.
The curse of capability. And what it is is the specific pattern where high-achieving founders and leaders solve business problems by getting better at skills themselves instead of building the business's capacity to solve them. It's a cheat. It feels like growth and looks like growth. It feels like leadership, and it's slowly making you the ceiling of your own company.
And we talked about the distinction of the therapist trap from the curse of capability. The therapist trap is emotional. The curse of capability is strategic, and both are worth knowing you're in before they cost you years and business growth.
And then the last thing we talked about was the capability check. One question, run it before you invest in any new skill that you are learning yourself. Is this building my business or is it protecting me from trusting someone else with my business?
You didn't build your business to be the most capable person in it. You built it to do the one thing only you can do, and to create the kind of place where the people around you get to find out what they're made of. Every hour you spend in the wrong zone, both of those things are not happening, and that is not a small thing.
So your action step this week, pick one thing you've gotten good at in the last year that you're not sure belongs to you. Run the capability check on it. Just one, and you'll know immediately. And if you wanna keep this conversation going inside of a community of founders who are asking these kinds of questions, come find us at the AI for Founders community on LinkedIn.
The link's in the show notes. It's free, and we'd love to have you. All right. That's it for today's episode of She's That Founder. I'll see you next time. And until then, you've got this. So just ask the question. Trust what it tells you. Pass it on to somebody else. And that is the whole assignment.
Take care, Lovey.
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