Guide 12

When work exceeds founder capacity

Mapped

The situation

The work no longer fits the week. You are the bottleneck, the support system, and the person who says yes. Rest has become something you will do after the next close.

The decision at stake

What to drop, delegate, or refuse so the company and the people in it can continue if you cannot keep this pace.

This guide is mapped. You can answer the questions and keep a note. The full essay, contrasting examples, and the longer branch for founders who have already acted are not written yet. Output to aim for: Capacity and continuity note.

Questions to start the note

This guide is mapped, not finished. The situation, the decision, and the questions are here so you can start a record. The full evidence, the contrasting examples, and the longer “already acted” branch are not written yet.

1.Your name
2.Company
3.The load you are carrying
4.What work is actually on you this month, in hours rather than in hope?
5.What only you can do, and what are you holding out of habit?
6.Who is affected at home, and have you said so?
7.What boundary would make the company safer, not only you more tired?
8.If you were unavailable for two weeks, what would stop?
9.What support is a hire, what is a tool, and what is a smaller promise?
10.If you are already past capacity, what will you drop this week?

Saved on this device.

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