The company is doing well. You are not.

From the outside the story is a good one. The business is growing, the team is bigger, and people tell you what a great time this must be. Inside it, you are on a shorter fuse than you used to have, you are not really present at home, and you cannot remember the last stretch of work you actually enjoyed. Nobody asks about the gap between those two accounts.

This is rarely a resilience problem. It is a structure problem wearing your name. As the company grew, the volume of decisions grew with it, and almost all of them still route through you, because that is how the business worked when it was small and nobody ever changed it on purpose. You did not get weaker. The load got heavier and the design stayed the same.

Joseph's Growth Zone diagnostic calls this position the Pyrrhic Zone. The numbers look good and the experience of running the company does not. That is worth naming commercially, not only personally. A company whose output depends on one person's stamina carries a risk that appears on no report, and the owner is usually the last one to price it.

You will tell yourself this is a phase, and that it eases after the next hire or the next quarter. Sometimes that is true. More often the next hire arrives into the same structure and becomes one more person who needs a decision from you. When the relief keeps being scheduled for later and never actually arrives, it is not a phase. It is the design.