The Systems Builder

You keep a private model of how things ought to work and you test everything against it. That makes you unusually good at seeing three moves ahead and unusually impatient with anyone still on move one. You are not interested in being liked while a problem is unsolved, and you will restructure your own position without embarrassment the moment better information turns up — which is rarer than it sounds and is the actual source of your advantage.

The cost is that competence becomes your love language. You show care by fixing things, which reads as devotion to a few people and as criticism to everyone else, and you rarely say the encouraging part out loud because it seems obvious from the fact that you showed up. The second weak spot is delegation: you have already worked out the correct method, so handing the task over feels like accepting a worse outcome on purpose. It is, the first three times. Then it is not, and you have a team instead of a backlog.