Is wanting 'another me' just a manager's indulgence?

I cannot count how many times I have thought this: 'Oh, if only there were another me.'

If the 'me' who lights the fire could stay as is, while another 'me' steadily ran the business right beside me. If the 'me' who is away in Shiwa on a business trip and the 'me' who stands on the front lines could exist at the same time. Another 'me' who shares the same judgment criteria, treats people with the same warmth, and handles financial planning with the same resolve. If this person existed, everything would run smoothly—I have fantasized about this countless times (laughs).

And after that fantasy, a small sense of self-loathing always follows. Isn't that, in short, the most embarrassing confession for a manager—that I cannot delegate to others? Is wanting 'another me' just a form of indulgence? This note is my attempt to answer that question head-on.

Why do we crave 'another me' so much?

First, I will confess. The reason I want another version of myself is not that noble. If I get to the bottom of it, it is because somewhere in my heart, I am convinced that 'I can do it best.'

Only I know the right touch for this project. Only I can match the rhythm with this partner. Only I can maintain this level of intensity. The moment you think that, you stop looking for others and start seeking 'another me.' It is not that I am afraid to delegate. To be precise, I am afraid that if someone other than me does it, my own color will fade. I am stingy, so I find it hard to let go of that color.

Does this ring a bell for you, too? You peek at work you were supposed to have delegated to a subordinate. You say you are delegating, but in the end, you take it back yourself. 'It's faster if I do it' has become your catchphrase. If so, you are suffering from the same illness as me. And this is by no means just your story. Most small and medium-sized business owners in the world are likely spending the same kind of nights.

A cruel paradox—if there were another me, the company would actually collapse

However, there is a paradox here that I do not want to admit.

Even if I truly obtained 'another me,' would the company grow? I am convinced it would not. Because while another me would double my strengths, it would also neatly double my weaknesses, my blind spots, and my shortcomings.

I am good at lighting fires, but I am bad at keeping them burning. If another me were added, there would just be two fire-starters, and no one would protect the fire. If there were two of me who are bad at human resources, the organizational problems would be twice as complicated. An organization gathered with people who all share the same judgment criteria looks pleasant at first glance and has no friction at all. However, having no friction also means that no one is compensating for you. What is truly needed is not another me, but someone who is completely different from me.

No matter how much a coach wishes for it, they cannot stand on the court.