Why being indispensable could be your biggest leadership trap
In our work with leaders across industries, we’ve seen a recurring pattern: high-performing individuals become so invaluable in their roles that they inadvertently limit their own growth. Feedback they receive often sounds like: “I need 10 of you,” or, “I’d love to promote you, but we can’t afford to lose your expertise in this role.”
These leaders are often responsible for mission-critical projects, products, or operations. Their exceptional contributions are celebrated, yet they watch as new leaders are hired above them or organizational restructuring passes them by. Why? Because their expertise is so essential to their current role that no one else is prepared to step in.
The underlying issue isn’t a lack of skill or capability. It’s a failure to create capacity for others to replicate or even exceed their value. The solution? Project obsolescence.
What is project obsolescence?
Take, for example, vinyl records. They are obsolete, repeatedly replaced by newer, more portable, affordable, and shareable technology. And yet, they remain coveted, collected, and used because they offer a special value that streaming services and MP3s simply can’t replicate. While they’re no longer needed to play music, they remain highly appreciated.
In the same way, project obsolescence is about intentionally making yourself "obsolete" in your current role—not by stepping back, but by creating the conditions for others to thrive and take ownership. It’s a mindset shift from being indispensable to enabling others to deliver equal or greater value.
This shift can feel vulnerable. Early in our careers, we’re taught to focus on becoming experts, proving our worth, and ensuring we are needed. But to grow into strategic leadership, you must let go of being indispensable and trust that your value lies in your ability to elevate the organization’s future.
When you focus on project obsolescence:
You make space for others to grow. Empowering others builds trust and creates a stronger, more capable team.
You position yourself as a strategic leader. Leaders who enable capacity are seen as forward-thinking and essential to the organization’s long-term success.
You future-proof the organization. Building systems and processes that don’t rely on one person ensures sustainability and resilience.
Shifting your mindset
The transition from “I’m needed” to “I’m wanted in a more strategic capacity” isn’t easy. It requires:
Delegating and mentoring. Teach others to take on key responsibilities, develop critical thinking, and trust them to succeed.
Focusing on the big picture. Shift your attention from daily operational challenges to long-term organizational goals.
Letting go of control. This is perhaps the hardest part—trusting others to succeed without your constant involvement.
With project obsolescence, you’re not diminishing your value. You’re amplifying it. You’re making sure that your contributions go beyond your current role and positioning yourself for greater opportunities.
Ask yourself: Are you holding on to being indispensable, or are you preparing for the next step in your leadership journey?
At Incito, we’re passionate about helping executives develop their self-awareness and relational skills, harness their strengths, and equip them with the tools for both personal and professional growth. If you want to be an effective leader—one who trusts that their value lies in their ability to elevate the organization’s future—let’s talk about individual executive development!