#007 Hustle Memo -Not Every Problem Needs Solving

Overcoming Fixer Syndrome

We often wear our ability to solve problems like a badge of honor. Whether in life or work, stepping in, taking charge, and fixing what’s broken becomes second nature—especially when you’re building something from scratch. It feels right. Noble, even. You think you’re being a good leader. A responsible founder. A dependable human. But no one tells you what happens when this well-intended instinct goes unchecked.

At some point, your “I’ve got this” becomes “Only I can do this.” You develop what I call Fixer Syndrome—that unconscious need to handle every issue, whether or not it’s yours. It creeps in quietly. And if you’re not careful, it becomes the lens through which you view every challenge. Every problem starts feeling like it belongs to you. Every situation needs your input. Every team issue becomes your personal headache.

I didn’t read about Fixer Syndrome in a book. I lived it.

For the first four years of building my company, I was the fixer-in-chief. Not because I wanted to be—but because when you’re bootstrapping, you have to be. I wasn’t just the founder. I was the sales guy, the tech support, the accountant, the designer, and sometimes, the cleaner. Everything flowed through me. Every decision was mine. Every fire needed my water.

That’s how it starts. You’re doing what’s needed to keep things moving. But slowly, you start equating leadership with being indispensable. I didn’t see it then, but I had unknowingly created a culture where I felt I had to be in every room, every thread, every problem-solving loop. The team relied on me because I taught them to. And I relied on that reliance because it made me feel useful. But the truth is, that kind of leadership doesn’t scale. It suffocates.

HOPE: Freedom Isn’t About Control. It’s About Trust.

The turning point came in 2008, when I decided—after much hesitation—to take a four-week holiday to the U.S. It was supposed to be a break, but deep down, I was anxious. What if everything collapsed while I was away? What if clients escalated issues? What if the team got stuck? My brain was in full-on catastrophizing mode.

I prepared backup plans, emergency protocols, over-communicated timelines, and gave every department more instructions than necessary. I convinced myself that I was being responsible, but in reality, I was trying to control the uncontrollable. And then, I left.

What happened next was humbling. Nothing fell apart. The team made decisions. They solved problems. Clients were managed. Projects moved forward.

They didn’t just survive without me—they thrived. I was the only one who didn’t see it coming. That trip changed how I saw leadership forever. Because it showed me that my presence wasn’t holding things together—it was, in many ways, holding people back. The fixer in me had become the bottleneck. And by stepping away, I gave others the space to rise.

Since then, I’ve asked myself a hard but necessary question:

Are all problems mine to solve?

The answer, I’ve learned, is no. Some problems solve themselves. Some are meant for others. And some aren’t problems at all until we make them ours.

Great leadership isn’t about solving everything. It’s about creating an environment where others can. When you let go of the need to control every outcome, you open the door for growth—not just for your team, but for yourself. You start seeing leadership for what it truly is: not about being everywhere, but knowing when to step away.

To keep myself grounded in this belief, I started using a personal checklist I now call The Fixer Filter. It’s simple, but powerful. And any time I feel that old instinct to jump in, I pause and run through this:

✅ The Fixer Filter – 5 Questions to Ask Before You Jump In:

Is this directly tied to my role or responsibility? If yes, it’s mine. If not, pause.
Does solving it align with my values or long-term goals? If not, let it go. Stay mission-aligned.
Will solving it have a meaningful impact—or is it just noise? Focus on what truly moves the needle.
Am I the only one who can solve this right now? If not, empower someone else. Delegate. Step back.
Is this causing harm or injustice to anyone? If yes, act. If no, you have permission to pass.

This checklist has become my anchor. It reminds me that not every fire needs my water. That letting go is not neglect—it’s strategy. And that real leadership is measured not by how much you carry, but by how much you trust others to carry forward.

So here’s what I’ll leave you with:

You don’t have to be everywhere. You don’t have to fix everything. You don’t need to solve the world’s problems just because they show up at your door. Sometimes, the most powerful thing you can do is step back—and trust.