claude-code-arcane 1.0.0

package/skills/form-validation/SKILL.md

@@ -0,0 +1,75 @@
+---
+name: form-validation
+description: "Form validation decision guide: RHF + Zod, client vs server strategy, schema design, error UX, LatAm fields, anti-patterns."
+category: "frontend"
+argument-hint: "[stack: react|rn] [form-name]"
+user-invocable: true
+allowed-tools: Read, Glob, Grep, Bash, Write, Edit, Task
+---
+# Form Validation — Decision Guide
+
+**Core principle:** Backend validates for security (sole authority). Client validates for UX only.
+Use when: forms in React/RN, shared schemas in TS monorepo, LatAm fields, multi-step or async validation.
+Skip when: Go backend param validation (`go-playground/validator`), non-user data, trivial filters.
+
+## Stack
+
+**React Hook Form** (uncontrolled, performant) + **Zod** (schema-first, `z.infer` for TS types) + **@hookform/resolvers/zod**.
+Rejected: Formik (slower), Yup (weaker TS), Joi (backend-only). RN: same stack with `Controller`.
+
+## Validation Strategy
+
+| Concern | Where |
+|---|---|
+| Field format/required | Client (Zod) + backend |
+| Business rules | Backend only |
+| Uniqueness (email, username) | Client async (debounce 300ms) + backend |
+| File validation | Client (size/MIME via Zod refine) + backend (magic bytes) |
+
+**Monorepo TS:** single Zod schema in shared package for both layers.
+**Backend Go:** struct tags + OpenAPI contract (`zod-to-openapi` / `oapi-codegen`). CI contract tests.
+
+## Schema Design
+
+- Extract common fields (email, phone, password) into reusable modules
+- Compose with `.merge()` / `.extend()`, cross-field logic with `.refine()` / `.superRefine()`
+- Multi-step: one schema per step + combined for final submit
+- Password: min 8 + letter + number — no symbols/uppercase (OWASP-aligned)
+
+## Error UX
+
+- Mode: `onBlur` + `reValidateMode: 'onChange'` — never onChange from first keystroke
+- Inline errors adjacent to field, never `alert()` or top-level banners for field errors
+- A11y: `aria-invalid` + `aria-describedby` → error with `role="alert"`, auto-focus first error
+- Never clear inputs on failed submit. Map server field errors via `setError()`
+
+## LatAm Fields
+
+Use check-digit libraries, not just regex: **CUIT/CUIL** (AR) → `cuit-validator`, **RUT** (CL) → `validar-rut`, **CPF/CNPJ** (BR) → `cpf-cnpj-validator`, **Phone** → `libphonenumber-js`, **DNI** (AR) → regex 7-8 digits.
+
+## Additional Patterns
+
+- **Async:** debounce 300ms, inline spinner, do NOT block submit
+- **Honeypot:** hidden off-screen input, reject silently if filled
+- **Multi-step:** `FormProvider`, `trigger()` per step, persist draft in storage
+- **i18n:** parameterize messages, recreate schema on locale change or `z.setErrorMap`
+- **Minors:** age <13 COPPA / <18 triggers guardian consent flow
+
+## Anti-patterns
+
+- Validating only client-side — backend MUST re-validate
+- Impossible password regex (10+ requirements) — causes reuse
+- Errors before user interacts with field
+- Generic messages ("Invalid") without specifics
+- Duplicated schemas client vs backend TS — use shared package
+- Missing `aria-invalid` / `aria-describedby` — breaks WCAG
+- Async validation without debounce
+
+## Checklist
+
+- [ ] RHF + Zod + resolver installed
+- [ ] Schema shared (monorepo TS) or contract-tested (Go)
+- [ ] Backend validates everything client does (and more)
+- [ ] `onBlur` mode, a11y attributes on every input
+- [ ] Server errors mapped via `setError`, LatAm fields use check-digit libs
+- [ ] Honeypot + rate limit on public forms

package/skills/founder-coach/SKILL.md

@@ -0,0 +1,57 @@
+---
+name: founder-coach
+description: "Personal leadership development for founders and first-time CEOs. Founder archetype identification, delegation frameworks, energy management, CEO calendar audits, and leadership style evolution."
+argument-hint: ""
+category: "clevel-operations"
+user-invocable: true
+allowed-tools: Read, Glob, Grep, Bash
+---
+
+# Founder Development Coach
+
+Your company can only grow as fast as you do. This skill treats founder development as a strategic priority — not a personal indulgence.
+
+## Core Truth
+
+The founder is always the constraint. At ~15 people, you hit the first ceiling. At ~50, the second. At ~150, the third. The earlier you address this, the better.
+
+## 1. Founder Archetype Identification
+
+| Archetype | Strength | Blind spot | What they need |
+|-----------|----------|------------|----------------|
+| **Builder** | Product, engineering, technical depth | Go-to-market, storytelling | A seller / GTM partner |
+| **Seller** | Revenue, relationships, vision | Operations, follow-through | An operator / COO |
+| **Operator** | Execution, process, reliability | Vision, product intuition | A visionary co-founder |
+| **Visionary** | Strategy, narrative, pattern-recognition | Execution, details | An integrator / COO |
+
+Most founders are Builder or Visionary. Most scaling problems happen because they don't hire their complementary type early enough.
+
+## 2. Delegation, Energy & Calendar
+
+See `references/delegation-energy.md` for detailed frameworks:
+- **Delegation Framework** — Skill x Will Matrix, Delegation Ladder (5 levels), what to delegate first/next/last
+- **Energy Management** — Energy Audit (green/neutral/red), peak windows, deep work protection
+- **CEO Calendar Audit** — Category targets (strategy 20-25%, people 20-25%, admin <15%), red flags
+
+## 3. Leadership Style Evolution & Mental Health
+
+See `references/leadership-evolution.md` for detailed guidance:
+- **Leadership transitions** — IC→Manager→Leader→Executive→Institutional CEO
+- **Blind spot identification** — common patterns + 4 methods to find them
+- **Imposter syndrome toolkit** — evidence file, normalization, practical tools
+- **Founder mental health** — burnout signals (early/mid/late), structural prevention
+- **Founder mode trap** — when it helps vs hurts, the test
+- **Succession planning** — readiness levels 0-4
+
+## Key Questions for Founder Development
+
+- "What decisions did you make last week that someone else could have made?"
+- "What are you still doing that you should have delegated 6 months ago?"
+- "When did you last get honest, critical feedback?"
+- "What would need to be true for the company to run for a week without you?"
+
+## Resources
+- `references/leadership-growth.md` — Maxwell levels, situational leadership, founder-to-CEO transition
+- `references/founder-toolkit.md` — Weekly reflection, energy audit, delegation matrix, 1:1 templates
+- `references/delegation-energy.md` — Delegation framework, energy management, calendar audit
+- `references/leadership-evolution.md` — Leadership transitions, blind spots, imposter syndrome, mental health, succession

package/skills/founder-coach/references/delegation-energy.md

@@ -0,0 +1,124 @@
+# Delegation Framework & Energy Management
+
+## Delegation Framework
+
+Founders fail to delegate for four reasons:
+1. "Nobody does it as well as I do" (often true short-term, fatal long-term)
+2. "It takes longer to explain than to do it" (true once; not true the 10th time)
+3. "I lose control if I don't do it myself" (control is an illusion at scale)
+4. "If it fails, it's my fault" (it's your fault if you never let anyone else try)
+
+### The Skill x Will Matrix
+
+| | High Skill | Low Skill |
+|---|-----------|----------|
+| **High Will** | Delegate fully | Coach and develop |
+| **Low Will** | Motivate or reassign | Manage out or redesign role |
+
+**Rules:**
+- High skill + high will → Give the work and get out of the way
+- High will + low skill → Invest in them. They want to grow.
+- High skill + low will → Find out why. Fix the environment or accept the mismatch.
+- Low skill + low will → Don't delegate to them. Address the performance issue.
+
+### The Delegation Ladder
+
+Not all delegation is equal. Build up gradually:
+
+1. "Do exactly what I tell you" — not delegation, instruction
+2. "Research this and report back" — information gathering
+3. "Propose a solution and I'll decide" — thinking delegation
+4. "Decide and tell me what you decided" — decision delegation with review
+5. "Handle it completely — update me if it's outside these parameters" — full delegation
+
+Start at level 2-3. Move people up as trust is established. Most founders never get past level 3 with their team — that's the bottleneck.
+
+### What to delegate first
+
+**Delegate first (high volume, low stakes):**
+- Recurring operational tasks you do the same way every time
+- Information gathering and synthesis
+- Meeting coordination and scheduling
+- Reports and updates you produce regularly
+
+**Delegate next (skill-buildable):**
+- Customer interactions (with clear principles)
+- Hiring screens (after you've trained judgment)
+- Partner relationship management
+- Budget management within parameters
+
+**Delegate last (strategic, irreversible):**
+- Major strategic pivots
+- Executive hires
+- Large financial commitments
+- M&A decisions
+
+---
+
+## Energy Management
+
+Founders manage energy, not just time. Time is fixed. Energy is renewable — but only if you manage it.
+
+### The Energy Audit
+
+Map your week by energy, not tasks. See `founder-toolkit.md` for the full template.
+
+**Categories:**
+- 🟢 **Energizing:** Activities that leave you sharper after doing them
+- 🟡 **Neutral:** Neither energizing nor draining
+- 🔴 **Draining:** Activities that leave you depleted
+
+**Common founder energy patterns:**
+- **Builders:** Energized by creating, drained by politics and process
+- **Sellers:** Energized by people and wins, drained by detail work and admin
+- **Operators:** Energized by solving, drained by ambiguity and indecision
+- **Visionaries:** Energized by strategy and ideas, drained by execution and repetition
+
+**The rule:** Maximize green. Eliminate or delegate red. Accept yellow as the price of leadership.
+
+### Energy management practices
+
+**Protect deep work time.** 2-4 hours of uninterrupted thinking time, 3-5 days per week. Schedule it. Defend it. This is where strategy happens.
+
+**Batch shallow work.** Email, Slack, administrative tasks — twice a day maximum.
+
+**Single-task during recovery.** If you're depleted, don't try to do your best work. Do tasks that don't require your best.
+
+**Identify your peak window.** Most people have 4-6 peak hours per day. Schedule your hardest work in those windows.
+
+---
+
+## CEO Calendar Audit
+
+The calendar is the most honest document in a founder's life. It shows what you actually prioritize, not what you say you prioritize.
+
+### Running the audit
+
+Pull the last 4 weeks of calendar data. Categorize every meeting/block:
+
+| Category | Description | Target % |
+|----------|-------------|----------|
+| Strategy | Thinking, planning, direction-setting | 20-25% |
+| People | 1:1s, coaching, recruiting | 20-25% |
+| External | Customers, investors, partners | 20% |
+| Execution | Direct work, decisions | 15% |
+| Admin | Email, scheduling, overhead | < 15% |
+| Recovery | Exercise, meals, thinking | 10-15% |
+
+**Red flags in the audit:**
+- Admin > 20%: You're a coordinator, not a CEO. Fix your systems.
+- Execution > 30%: You're still an IC. Build the team.
+- People < 10%: Your team is running on empty. They need more of you.
+- No recovery blocks: You're running on adrenaline. It ends badly.
+- Strategy < 10%: You're running the company, not leading it.
+
+### The CEO's primary job at each stage
+
+| Stage | CEO should spend most time on... |
+|-------|--------------------------------|
+| Seed | Product and customers. Directly. |
+| Series A | Hiring the executive team. Recruiting is your job. |
+| Series B | Culture, strategy, and external (investors/partners/customers) |
+| Series C+ | Vision, board, external narrative, executive development |
+
+If you're spending time on things from two stages ago, you haven't made the transition.

package/skills/founder-coach/references/founder-toolkit.md

@@ -0,0 +1,296 @@
+# Founder Toolkit
+
+Practical tools for founder self-management and leadership development.
+
+---
+
+## 1. Weekly CEO Reflection Template
+
+**15 minutes. Every Friday. No excuses.**
+
+This is the most important meeting of the week. You with yourself.
+
+```
+DATE: _______________
+
+## This Week
+
+**1. What was my most important contribution this week?**
+(Not the longest meeting or the hardest problem — the thing that will matter in 90 days.)
+
+_______________________________________________
+
+**2. Where did I add the least value? Why was I involved?**
+(Be honest. Where were you in the room out of habit, not necessity?)
+
+_______________________________________________
+
+**3. What should I have delegated but didn't?**
+(Name the specific task and the person you could have delegated it to.)
+
+_______________________________________________
+
+**4. What decision am I avoiding? Why?**
+(Fear of being wrong? Not enough information? Conflict avoidance?)
+
+_______________________________________________
+
+**5. What would I do differently this week if I could do it over?**
+(One thing. Make it specific.)
+
+_______________________________________________
+
+## Next Week
+
+**My one most important outcome for next week:**
+_______________________________________________
+
+**What will I stop doing / not start / protect myself from?**
+_______________________________________________
+```
+
+---
+
+## 2. Energy Audit Template
+
+Map your week by energy, not tasks. Do this for one full work week.
+
+### Step 1: Time block mapping
+
+For each 30-minute block in your week, record:
+- What you did
+- Energy level: 🟢 Energizing / 🟡 Neutral / 🔴 Draining
+
+```
+Monday:
+08:00-08:30: __________________ [🟢/🟡/🔴]
+08:30-09:00: __________________ [🟢/🟡/🔴]
+09:00-09:30: __________________ [🟢/🟡/🔴]
+... (continue through the day)
+```
+
+### Step 2: Pattern analysis
+
+After one week, categorize activities:
+
+| Activity type | Energy level | Total hours | % of week |
+|--------------|-------------|-------------|-----------|
+| Customer calls | | | |
+| Investor meetings | | | |
+| Team 1:1s | | | |
+| Product decisions | | | |
+| Strategy/planning | | | |
+| Email/Slack | | | |
+| Recruiting | | | |
+| Financial review | | | |
+| External talks/events | | | |
+| Administrative tasks | | | |
+| Deep work/building | | | |
+| Recovery/breaks | | | |
+
+### Step 3: Optimization plan
+
+**Green activities to protect (min 40% of week):**
+- _______________________________________________
+
+**Red activities to eliminate or delegate (target: < 15% of week):**
+- Activity: __________________ → Delegate to: __________________
+- Activity: __________________ → Eliminate via: __________________
+
+**Your personal energy peak hours:**
+I do my best thinking: _______ to _______
+Schedule this time as: Protected deep work (no meetings)
+
+---
+
+## 3. Delegation Matrix
+
+For every task you regularly do, run it through this matrix.
+
+### Assessment
+
+| Task | Skill level needed | My will to keep it | Decision |
+|------|-------------------|-------------------|----------|
+| | High / Med / Low | High / Med / Low | Keep / Coach / Delegate / Kill |
+
+### Delegation scoring
+
+| My Skill | My Will | Decision |
+|----------|---------|----------|
+| High | High | Keep — this is your zone of genius |
+| High | Low | Delegate — you can do it, but it drains you. Train someone. |
+| Low | High | Develop — learn it or hire for it |
+| Low | Low | Kill or outsource — why is this on your plate? |
+
+### The 70% rule
+
+If someone can do a task 70% as well as you, delegate it. Trying to get to 100% is a trap:
+- Their 70% will grow to 90% with practice
+- Your 30% extra effort costs more than the quality gap
+- You free up time for things only you can do
+
+---
+
+## 4. 1:1 Template for Direct Reports
+
+Weekly or biweekly. 30 minutes. Their agenda, not yours.
+
+```
+DATE: _______________
+PERSON: _______________
+
+## Their Section (first 20 min)
+
+**What's on their mind? (open the meeting with this)**
+(No agenda from you first — let them lead)
+
+**What are they working on? Where are they stuck?**
+
+**What do they need from me?**
+
+**Anything they wanted to raise but haven't had the chance to?**
+
+## Your Section (last 10 min)
+
+**Context to share (strategy, changes, what they should know):**
+
+**Direct feedback to give (if any):**
+- Be specific: "In Tuesday's meeting, when you [did X], the impact was [Y]"
+- Make it actionable: "Next time, I'd suggest [Z]"
+
+**Career/growth check-in (monthly, not every meeting):**
+- How are they feeling about their growth?
+- What do they want to be doing more of?
+- What are they interested in that they're not currently doing?
+
+## Follow-ups
+
+| Commitment | Owner | Due |
+|------------|-------|-----|
+| | | |
+```
+
+### Rules for effective 1:1s
+
+- **Their agenda first.** If you dominate with your updates, they stop bringing theirs.
+- **No status updates.** That's what tools are for. This time is for their thinking, blockers, and development.
+- **Consistent time.** Rescheduled 1:1s signal that they're not a priority.
+- **Take notes.** Review them before the next meeting. It signals that you listened.
+- **Follow up on commitments.** If you say "I'll get you that answer by Thursday," get it by Thursday.
+
+---
+
+## 5. Personal OKRs for the Founder
+
+Most founders hold their team accountable to goals but have none themselves. Fix that.
+
+### Template: Quarterly Personal OKRs
+
+```
+Q[X] YYYY | FOUNDER OKRs
+
+## My One Priority This Quarter
+(The single most important thing I personally must accomplish)
+_______________________________________________
+
+## Objective 1: [Leadership Development]
+What I'm trying to achieve: _______________________________________________
+
+KR 1.1: [Measurable outcome by EoQ]
+KR 1.2: [Measurable outcome by EoQ]
+KR 1.3: [Measurable outcome by EoQ]
+
+Progress check (mid-quarter): _______________________________________________
+
+## Objective 2: [Delegation / Team Building]
+What I'm trying to achieve: _______________________________________________
+
+KR 2.1: [Measurable outcome by EoQ]
+KR 2.2: [Measurable outcome by EoQ]
+
+## Objective 3: [External Impact — Investors / Customers / Market]
+What I'm trying to achieve: _______________________________________________
+
+KR 3.1: [Measurable outcome by EoQ]
+KR 3.2: [Measurable outcome by EoQ]
+
+## The "Stop Doing" List (equally important)
+Things I'm committing to stop doing this quarter:
+- Stop: _______________________________________________
+- Stop: _______________________________________________
+- Stop: _______________________________________________
+```
+
+### Personal OKR examples
+
+**Objective: Become a better coach, not just a decision-maker**
+- KR: 90% of my direct reports can make their top 3 recurring decisions without me by EoQ
+- KR: In 1:1 reviews, 80% of team rates me as "helps me think through problems" vs "tells me what to do"
+- KR: Conduct quarterly 360 feedback session with all direct reports
+
+**Objective: Build investor trust before I need it**
+- KR: Monthly investor updates sent within 5 days of month-end, every month this quarter
+- KR: 1:1 calls with each board member, once per quarter, outside of board meetings
+- KR: Create and share 3-year financial model with board by EoQ
+
+**Objective: Protect my energy and performance**
+- KR: 3+ hours of protected deep work time per day, 4+ days per week
+- KR: Complete weekly CEO reflection every Friday (track: 0/13 weeks → 13/13)
+- KR: Zero email after 8pm, zero weekends unless explicit crisis
+
+---
+
+## 6. The "Stop Doing" List
+
+The hardest list to make and the most valuable to keep.
+
+Most founders have clear to-do lists. Few have stop-doing lists. The asymmetry is the problem.
+
+### The stop-doing audit
+
+**Things to stop doing immediately (decision you can make today):**
+- Attending meetings you don't add value to
+- Being the default person for decisions that should be made by others
+- Redoing work that your team completed
+- Checking email/Slack during deep work blocks
+- Starting tasks you know you'll delegate partway through
+
+**Things to stop doing by delegating (need to train someone):**
+- _______________________________________________
+- _______________________________________________
+- _______________________________________________
+
+**Things to stop doing by building systems:**
+- Recurring manual tasks → automate
+- Recurring decisions → write decision criteria so others can decide
+- Recurring explanations → document once, reference always
+
+### The decision filter
+
+Before accepting new responsibilities, run through:
+1. Does this require something only I can do?
+2. Is this the highest and best use of my time?
+3. If I say yes to this, what am I saying no to?
+
+If the answers are no, no, and something important — say no.
+
+---
+
+## 7. Evidence File
+
+For when imposter syndrome hits. Keep a running file of:
+
+**Wins** (monthly minimum)
+- Company milestones you led
+- Decisions that worked out well
+- Feedback you received that was genuinely positive
+
+**Quotes** (capture as they happen)
+- Direct quotes from team members, customers, investors about your impact
+- Emails or messages that reflect trust or appreciation
+
+**The hard calls that paid off**
+- Decisions you were scared to make that turned out well
+- Times you said no to something that would have hurt the company
+
+**When to read it:** When you're doubting yourself before a board meeting, a hard conversation, a big pitch. The feeling isn't fact. The evidence file is.

package/skills/founder-coach/references/leadership-evolution.md

@@ -0,0 +1,112 @@
+# Leadership Style Evolution & Mental Health
+
+## Leadership Style Evolution
+
+The job changes at every stage. Most founders don't change with it.
+
+**IC to Manager (0 to ~10 people):**
+You need to teach and build trust. People are watching how you treat failure. The skill: give clear context, set expectations, check in frequently.
+
+**Manager to Leader (~10 to ~50 people):**
+You can't manage everyone directly. You need people who manage people. The skill: hire managers you trust, let them manage.
+
+**Leader to Executive (~50 to ~200 people):**
+You're now setting culture and direction, not managing work. The skill: communicate obsessively, decide at the right altitude, develop your leadership team.
+
+**Executive to Institutional CEO (200+):**
+You're a symbol as much as a manager. The skill: build systems that work without you; focus on board, investors, and external narrative.
+
+**The hardest transition:** Manager to Leader. You have to stop doing things yourself and trust people you're still getting to know.
+
+---
+
+## Blind Spot Identification
+
+Everyone has them. Founders more than most — because nobody in the early company had the authority or safety to tell you.
+
+### Common founder blind spots
+
+- **Communication:** "I said it once, they should know" — you said it; they didn't hear it or didn't believe it
+- **Decision speed:** Moving so fast that teams can't orient or build on your direction
+- **Context hoarding:** Knowing what's happening without sharing it, then being frustrated that teams make bad decisions
+- **Optimism bias:** Consistently underestimating timelines, cost, and difficulty
+- **Founder exceptionalism:** Rules that apply to everyone don't apply to you
+- **Feedback avoidance:** Creating an environment where no one gives you honest feedback
+
+### How to find your blind spots
+
+1. **360 feedback (anonymous):** Once a year. Ask direct reports, peers, board members. Include "What does [name] do that gets in the way of our success?"
+2. **Exit interview analysis:** What do departing employees consistently say? Find the pattern.
+3. **Failure post-mortems:** What do your worst decisions have in common? What were you assuming that wasn't true?
+4. **The energy audit:** Where do you consistently drain the people around you?
+
+---
+
+## Imposter Syndrome Toolkit
+
+It doesn't go away. It evolves. The founder who was scared to pitch to investors is now scared to manage a board.
+
+**The reframe:** Imposter syndrome is proportional to stretch. If you never feel it, you're not growing.
+
+**Practical tools:**
+- **Evidence file:** Document wins, compliments, decisions that worked. Read it when the doubt hits.
+- **Normalize the feeling:** "I feel underprepared for this" does not equal "I am an imposter." Feeling and fact are different.
+- **Do the thing anyway.** Competence comes from doing, not from feeling ready.
+- **Name it:** Saying "I'm feeling imposter syndrome about this investor meeting" to a trusted person removes 50% of its power.
+
+---
+
+## Founder Mental Health
+
+Burnout isn't weakness. It's a predictable outcome of high-demand + low-recovery + no control over inputs.
+
+### Burnout signals
+
+Early: Irritability, difficulty sleeping, decisions feel harder than they should, loss of enthusiasm for the mission.
+Mid: Physical symptoms (headaches, illness), cynicism about the company, social withdrawal, all tasks feel equally important (priority paralysis).
+Late: Can't function, decisions have stopped, team notices before you do.
+
+**If you're in late burnout:** Stop performing. Get support. The company needs a functioning founder more than it needs a martyred one.
+
+### Structural prevention
+
+- **Protect recovery time.** Not weekends — protected time during the week where you're not available.
+- **Therapy or coaching.** Not optional for founders. The job is isolating and the stakes are high.
+- **Peer group.** Other founders at similar stages. They're the only people who actually understand the job.
+- **Clear off-ramps.** Know what "enough for today" looks like. Don't let the work be infinite.
+
+---
+
+## The Founder Mode Trap
+
+Paul Graham's "Founder Mode" essay made the case that great founders stay deeply involved in operations — skip middle management and go direct. It resonated because it's sometimes true.
+
+**When founder mode helps:**
+- Crisis recovery (company needs direct leadership)
+- Product-market fit search (speed matters more than org health)
+- High-value, irreversible decisions (you should be in the room)
+- Early stages when the team is small
+
+**When founder mode hurts:**
+- When it undermines managers you've hired (they can't lead if you override them)
+- When it's driven by distrust rather than strategy
+- When it prevents the team from developing judgment
+- When you're doing it because you miss doing, not because the company needs you to
+
+**The test:** Are you going deep because the situation requires it, or because you're uncomfortable with the loss of control? The first is leadership. The second is the trap.
+
+---
+
+## Succession Planning
+
+Building a company that works without you is not disloyalty — it's the ultimate expression of leadership.
+
+**Succession is not just about exit.** It's about resilience. What happens if you're sick? On sabbatical? Acquired?
+
+**Succession readiness levels:**
+- Level 1: You've documented your key knowledge and processes
+- Level 2: At least one person can cover each of your key functions for 2 weeks
+- Level 3: Your leadership team can run the company for a quarter without you
+- Level 4: You've identified and developed your potential successor
+
+Most founders are at Level 0. Level 2 is a reasonable target. Level 3 is a strategic asset.