The article discusses how high performers often end up taking on more work due to trust from managers, leading to burnout.It highlights the 'competence trap' where reliability attracts responsibility, eventually causing exhaustion.A colleague, despite not officially being assigned tasks, ends up handling multiple projects, client issues, and new initiatives.The piece explores the 'competence paradox' where competent individuals are overburdened, leading to role entrapment.Solutions include teaching others, creating systems to prevent recurring issues, and prioritizing growth over being indispensable.The author emphasizes that true success isn't about extinguishing fires but building stronger systems and empowering others.The article warns against letting competence become a trap that stifles personal and professional development.