{"id":6518,"date":"2026-10-21T03:59:00","date_gmt":"2026-10-21T03:59:00","guid":{"rendered":"https:\/\/www.primaryself.com\/blog\/why-its-so-hard-to-let-go-and-what-it-costs-you\/"},"modified":"2026-10-21T03:59:00","modified_gmt":"2026-10-21T03:59:00","slug":"why-its-so-hard-to-let-go-and-what-it-costs-you","status":"publish","type":"post","link":"https:\/\/www.primaryself.com\/blog\/why-its-so-hard-to-let-go-and-what-it-costs-you\/","title":{"rendered":"Why It&#8217;s So Hard to Let Go (And What It Costs You)"},"content":{"rendered":"<div id=\"bsf_rt_marker\"><\/div><p><!-- VideographyWP Plugin Message: Automatic video embedding prevented by plugin options. --><\/p>\n<p>You gave the work away. Then you took it back.<\/p>\n<p>You rewrote the draft after dinner. You checked in so many times that the other person could hardly get on with it. Or you said, \u201cI\u2019ll just quickly review it,\u201d and quietly redid half the task yourself.<\/p>\n<p>Nobody made you do that. You did it because letting go felt harder than carrying the work.<\/p>\n<p>You keep the whole thing in your head. You carry the list everywhere. You become the only person with the full picture, then feel the pressure of being the only person with the full picture. You might call this micromanaging, but that label doesn\u2019t explain why you keep doing it.<\/p>\n<p>Here\u2019s the distinction that matters: <strong>letting go is not the same as losing control. You may have been treating them as the same thing.<\/strong><\/p>\n<p>Delegation advice usually starts with better instructions, clearer deadlines and more trust. Those can help. But if you already know how to hand a task over and still find yourself taking it back, the sticking point may sit somewhere else: in what handing it over seems to say about you.<\/p>\n<h2>It may not be a trust problem<\/h2>\n<p>You trust the person. That\u2019s what makes this so confusing.<\/p>\n<p>You know they\u2019re capable. You\u2019ve seen them handle difficult things. You may even have chosen them because they know parts of the work better than you do. And yet, when the task is out of your hands, you keep circling back to it.<\/p>\n<p>So ask a more useful question than \u201cWhy don\u2019t I trust them?\u201d<\/p>\n<p><strong>What would it mean about me if someone else did this well?<\/strong><\/p>\n<p>Give yourself a moment with that. You might notice thoughts like:<\/p>\n<ul>\n<li>Then I\u2019m not needed.<\/li>\n<li>Then anyone could do what I do.<\/li>\n<li>Then my value was never the work; it was being the one who held it all together.<\/li>\n<li>Then I\u2019m not as essential as I believed.<\/li>\n<\/ul>\n<p>You don\u2019t have to agree with any of those thoughts. But if one of them feels familiar, it may help explain why a straightforward handover can feel loaded. The issue may not be the person receiving the work or the process you use. It may be what you fear the handover says about your place, your value or your security.<\/p>\n<p>That\u2019s a different problem from a skills gap. More delegation training may not reach it.<\/p>\n<p>This article is about performance coaching, not therapy or clinical treatment, and it is not a substitute for professional care.<\/p>\n<h2>What not letting go actually costs you<\/h2>\n<p>One task may not look like much. The pattern can add up.<\/p>\n<h3>Your own ceiling<\/h3>\n<p>It can be hard to take on broader work when your time is still filled with work someone else may be able to own. The more you hold, the less room you may have for the next thing. Your ambition can end up capped by your grip.<\/p>\n<h3>Your best thinking<\/h3>\n<p>Important work needs space. If your day gets filled with checking, correcting and stepping back in, the work that needs your judgment may slide to the end of the day. You may get to it tired, rushed or only after everything else has been handled.<\/p>\n<p><img decoding=\"async\" data-src=\"https:\/\/cdn.marblism.com\/9_sYu99BGcO.webp\" alt=\"A manager reviewing a document after hours in a city office\" style=\"max-width: 100%; height: auto;\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" class=\"lazyload\"><\/p>\n<h3>Other people\u2019s growth<\/h3>\n<p>It&#39;s hard to get good at work you never get to own. If you take over at the first sign of a different approach, the other person has little room to learn what the task requires. You may then see their lack of experience as proof that they cannot do it, when they may never have had the chance to build that experience.<\/p>\n<h3>Your time and energy<\/h3>\n<p>Monitoring a task you\u2019ve handed over can become a task in itself. You remember to check. You wonder whether it\u2019s moving. You prepare to correct it. That low-grade attention can follow you through the day, even when no one has asked you to intervene.<\/p>\n<h3>The resentment<\/h3>\n<p>You may begin to feel that you\u2019re the only one people can rely on. That may be true in some situations. But it\u2019s also worth asking whether the pattern helped create that position: you held the work, kept the knowledge to yourself and stepped in whenever the result wasn\u2019t exactly as you would have done it. You can end up resenting a role you\u2019ve worked hard to keep.<\/p>\n<h3>Your presence outside work<\/h3>\n<p>The list can follow you home. You might be sitting with family, friends or a book while mentally checking a handover, drafting a correction or rehearsing what could go wrong. Nothing dramatic needs to happen for this to matter. It\u2019s simply time and attention you may want back.<\/p>\n<p>If this sounds familiar, <a href=\"https:\/\/www.primaryself.com\/blog\/why-you-feel-stuck-and-why-trying-harder-wont-fix-it\/\">Why You Feel Stuck (And Why Trying Harder Alone Won&#39;t Fix It)<\/a> explores how a repeated pattern can keep going even when you\u2019re putting in plenty of effort.<\/p>\n<h2>Five reasonable-sounding reasons to keep holding on<\/h2>\n<p>These sentences can be true in the moment. They can also keep a pattern in place.<\/p>\n<ul>\n<li><strong>\u201cIt is faster if I do it myself.\u201d<\/strong> Often, yes, once. But if you keep doing the task, you may keep paying that cost. Explaining and reviewing may take more time at first, while repeated handovers may give someone else the chance to learn it.<\/li>\n<li><strong>\u201cThe quality will drop.\u201d<\/strong> It might, especially on a first attempt. But you\u2019re comparing their unfinished or early work with your finished work. That isn\u2019t quite a fair comparison.<\/li>\n<li><strong>\u201cThey won\u2019t do it the way I would.\u201d<\/strong> Correct. They may use a different method and still meet the standard. A difference in method isn\u2019t automatically a failure.<\/li>\n<li><strong>\u201cIt will take longer to explain than to do.\u201d<\/strong> That may be true the first time. It may not be true by the third, once the other person understands the result, the boundaries and the important details.<\/li>\n<li><strong>\u201cI\u2019ll just check it at the end.\u201d<\/strong> A final check can be sensible. But when the standard lives only in your head, checking at the end can become an excuse to take the task back and redo it.<\/li>\n<\/ul>\n<p>None of these thoughts makes you unreasonable. They make the habit sound practical. The important question is whether the reason still fits the task, or whether it\u2019s become the automatic answer.<\/p>\n<h2>The belief underneath the handover<\/h2>\n<p>A repeated pattern often has a rule underneath it. Not a rule you necessarily sat down and chose. A rule you may have learned about what is safe, what is allowed and what makes you valuable.<\/p>\n<p>For example:<\/p>\n<ul>\n<li>If I\u2019m not the one holding it, I\u2019m not the one who matters.<\/li>\n<li>My value comes from being useful.<\/li>\n<li>If something goes wrong, it\u2019s entirely on me.<\/li>\n<li>Needing help is a weakness.<\/li>\n<li>I need to stay indispensable to feel secure.<\/li>\n<\/ul>\n<p>You may recognise one of these, or your own version may sound different. The point isn\u2019t to label yourself. It\u2019s to notice what the behaviour could be protecting.<\/p>\n<p>If your rule says \u201cI matter when I\u2019m needed,\u201d handing over a task may feel like giving up more than a task. You might keep hold of it to preserve your place, your sense of competence or the feeling that you know what\u2019s going on.<\/p>\n<p>That can explain why the behaviour returns after a decision to change. On Monday, you decide to delegate. On Tuesday, you see a draft that differs from your own style. By Wednesday, you\u2019ve taken it back. Your intention changed, but the rule stayed put.<\/p>\n<p>You may find a related idea in <a href=\"https:\/\/www.primaryself.com\/blog\/you-dont-have-a-motivation-problem-you-have-a-permission-problem\/\">You Don&#39;t Have a Motivation Problem. You Have a Permission Problem.<\/a> and <a href=\"https:\/\/www.primaryself.com\/blog\/why-you-cant-out-hustle-a-survival-belief\/\">Why You Can&#39;t Out-Hustle a Survival Belief<\/a>. Both look at how an old rule can continue to direct your choices even when you\u2019re working hard to do things differently.<\/p>\n<h2>Why more systems may not fix it<\/h2>\n<p>You may already have tried a project tool, a clearer brief, a handover process, an owner and a deadline. Those things can make the work easier to follow. They\u2019re not the problem.<\/p>\n<p>The process says, \u201cHand it over.\u201d The rule says, \u201cNobody else will get this right.\u201d<\/p>\n<p>When the rule is still in charge, the system can turn into another way to monitor. The brief gets longer. The check-ins get closer together. The owner technically has the task, but you still make the decisions, keep the knowledge and carry the risk.<\/p>\n<p>That isn\u2019t a reason to abandon systems. It\u2019s a reason to notice what the system is being asked to do. A checklist can clarify the work. It can\u2019t, by itself, settle what the handover means to you.<\/p>\n<p>If the pattern shows up in other parts of your life too, <a href=\"https:\/\/www.primaryself.com\/blog\/the-insight-trap-why-knowing-your-limiting-belief-isnt-enough-to-change-it\/\">The Insight Trap<\/a> may be useful: understanding a rule and changing your response to it aren\u2019t always the same step.<\/p>\n<h2>What might change when the rule moves?<\/h2>\n<p>What might become easier to choose when holding everything is no longer the thing that proves your worth?<\/p>\n<p>You might begin to separate <strong>the standard from your preferred method<\/strong>. The standard is what the work needs to achieve: accuracy, tone, timing, safety or usefulness. Your method is the way you personally reach it. Another person may meet the standard differently.<\/p>\n<p>You might learn to <strong>own the outcome without doing every task<\/strong>. You can remain responsible for the result while letting the person doing the work make appropriate choices along the way. Responsibility doesn\u2019t have to mean personally touching every detail.<\/p>\n<p>You might become more willing to <strong>let a first attempt be a first attempt<\/strong>. That doesn\u2019t mean accepting work that misses an important requirement. It means giving someone a chance to learn before deciding they can\u2019t do it.<\/p>\n<p>You might start to see the work as something you can <strong>build capacity for<\/strong>, rather than something you have to personally carry. That could mean sharing context, agreeing on boundaries and giving someone enough authority to act.<\/p>\n<p>And you might shift from needing to be indispensable to being useful at a higher level. Your value may come less from personally completing every task and more from setting direction, making sound decisions and helping work move forward.<\/p>\n<p>These are possibilities, not guaranteed results. For more about how Primary Self approaches <a href=\"https:\/\/www.primaryself.com\/performance-coaching\">performance coaching<\/a>, you can explore the service page.<\/p>\n<h2>A practical way to start this week<\/h2>\n<p>Don\u2019t try to hand over everything at once. Choose one task.<\/p>\n<ol>\n<li><strong>Pick the task you\u2019ve taken back most often in the last month.<\/strong> Be specific. \u201cThe weekly report,\u201d \u201cthe first draft\u201d or \u201cbooking the appointments\u201d gives you something concrete to work with.<\/li>\n<li><strong>Name the standard and the method separately.<\/strong> What does good need to include? What are you insisting on only because it\u2019s how you would do it?<\/li>\n<li><strong>Hand over the outcome, not every step.<\/strong> Say what needs to be true when the work is finished. Explain any real boundaries or constraints, and let the other person choose their route within them.<\/li>\n<li><strong>Agree on what \u201cgood\u201d looks like and what you need to be told about.<\/strong> Set a check-in that fits the task. Make it clear what would be worth raising before then.<\/li>\n<li><strong>Wait until that check-in before intervening.<\/strong> Unless a real risk or agreed boundary changes, let the person do the work.<\/li>\n<\/ol>\n<p>The discomfort in the gap can be the signal, not a warning to step back in.<\/p>\n<p>When the urge to check, correct or take over arrives, notice what you tell yourself. \u201cThis will go wrong.\u201d \u201cThey\u2019ll see I\u2019m not needed.\u201d \u201cI can\u2019t let this be on me.\u201d You don\u2019t have to prove those thoughts wrong on the spot. Just notice them, then return to what you agreed.<\/p>\n<p><img decoding=\"async\" data-src=\"https:\/\/cdn.marblism.com\/zvPylQMHoNh.webp\" alt=\"Two colleagues discussing a handover in a bright, modern office\" style=\"max-width: 100%; height: auto;\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" class=\"lazyload\"><\/p>\n<h2>What this does not change<\/h2>\n<p>Letting go isn\u2019t about lowering standards. It isn\u2019t permission to disappear, ignore a genuine risk or leave someone without the information and authority they need. You can still set expectations, make decisions and review important work.<\/p>\n<p>It also may not make the discomfort disappear. A different way of working takes practice, and the right approach depends on the task, the person, the stakes and the support available. Results vary. Some work may need close oversight; other work may be ready for a clean handover.<\/p>\n<p>This article is about performance coaching, not therapy or clinical treatment. If you need support outside performance coaching, seek an appropriately qualified professional, such as a GP, psychologist or other licensed mental health practitioner.<\/p>\n<h2>A different way to measure your value<\/h2>\n<p>You don\u2019t have to become someone who cares less. You might become someone who can care about the result without needing to personally hold every part of it.<\/p>\n<p>That shift may start with one task, one clear standard and one agreed check-in. The point isn\u2019t to prove that nobody needs you. It\u2019s to see whether your contribution can matter even when someone else owns the work.<\/p>\n<p>Richard Gibson is an <strong>ICF-credentialed coach<\/strong> with over two decades of experience across business, technology and consulting. Primary Self focuses on performance and reconstruction: helping you look at the pattern, understand what keeps it in place and consider what you want to do next. You can learn more about <a href=\"https:\/\/www.primaryself.com\">Primary Self<\/a>.<\/p>\n<p>The <a href=\"https:\/\/www.primaryself.com\/chat\"><strong>Reality Check Assessment<\/strong><\/a> can be a starting point for examining where the handover pattern is showing up and what may be keeping it in place. If you\u2019d like to discuss whether coaching fits what you need, <a href=\"https:\/\/www.primaryself.com\/chat\">book a clarity call<\/a>.<\/p>\n<p><em><strong>Legal Disclaimer:<\/strong> Primary Self provides performance coaching and strategic mapping for professionals. We are not a medical practice, clinical psychology service, or financial\/legal advisory. This content is for informational purposes only and does not constitute medical, mental health, legal, or financial advice. Performance coaching is not a substitute for therapy or treatment for clinical conditions. If you are experiencing a mental health crisis, please consult a licensed medical professional. Results of any coaching framework or modality depend entirely on individual application and execution.<\/em><\/p>\n<p><a href=\"https:\/\/www.primaryself.com\/disclaimer\">Read the full disclaimer<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>You gave the work away. Then you took it back. You rewrote the draft after dinner. You checked in so many times that the other person could hardly get on with it. Or you said, \u201cI\u2019ll just quickly review it,\u201d and quietly redid half the task yourself. Nobody made you do that. You did it because letting go felt harder than carrying the work. You keep the whole thing in your head. You carry the list everywhere. You become the only person with the full picture, then feel the pressure of being the only person with the full picture. You might call this micromanaging, but that label doesn\u2019t explain why you keep doing it. Here\u2019s the distinction that matters: letting go is not the same as losing control. You may have been treating them as the same thing. Delegation advice usually starts with better instructions, clearer deadlines and more trust. Those can help. But if you already know how to hand a task over and still find yourself taking it back, the sticking point may sit somewhere else: in what handing it over seems to say about you. It may not be a trust problem You trust the person. That\u2019s what makes this so confusing. You know they\u2019re capable. You\u2019ve seen them handle difficult things. You may even have chosen them because they know parts of the work better than you do. And yet, when the task is out of your hands, you keep circling back to it. So ask a more useful question than \u201cWhy don\u2019t I trust them?\u201d What would it mean about me if someone else did this well? Give yourself a moment with that. You might notice thoughts like: Then I\u2019m not needed. Then anyone could do what I do. Then my value was never the work; it was being the one who held it all together. Then I\u2019m not as essential as I believed. You don\u2019t have to agree with any of those thoughts. But if one of them feels familiar, it may help explain why a straightforward handover can feel loaded. The issue may not be the person receiving the work or the process you use. It may be what you fear the handover says about your place, your value or your security. That\u2019s a different problem from a skills gap. More delegation training may not reach it. This article is about performance coaching, not therapy or clinical treatment, and it is not a substitute for professional care. What not letting go actually costs you One task may not look like much. The pattern can add up. Your own ceiling It can be hard to take on broader work when your time is still filled with work someone else may be able to own. The more you hold, the less room you may have for the next thing. Your ambition can end up capped by your grip. Your best thinking Important work needs space. If your day gets filled with checking, correcting and stepping back in, the work that needs your judgment may slide to the end of the day. You may get to it tired, rushed or only after everything else has been handled. Other people\u2019s growth It&#39;s hard to get good at work you never get to own. If you take over at the first sign of a different approach, the other person has little room to learn what the task requires. You may then see their lack of experience as proof that they cannot do it, when they may never have had the chance to build that experience. Your time and energy Monitoring a task you\u2019ve handed over can become a task in itself. You remember to check. You wonder whether it\u2019s moving. You prepare to correct it. That low-grade attention can follow you through the day, even when no one has asked you to intervene. The resentment You may begin to feel that you\u2019re the only one people can rely on. That may be true in some situations. But it\u2019s also worth asking whether the pattern helped create that position: you held the work, kept the knowledge to yourself and stepped in whenever the result wasn\u2019t exactly as you would have done it. You can end up resenting a role you\u2019ve worked hard to keep. Your presence outside work The list can follow you home. You might be sitting with family, friends or a book while mentally checking a handover, drafting a correction or rehearsing what could go wrong. Nothing dramatic needs to happen for this to matter. It\u2019s simply time and attention you may want back. If this sounds familiar, Why You Feel Stuck (And Why Trying Harder Alone Won&#39;t Fix It) explores how a repeated pattern can keep going even when you\u2019re putting in plenty of effort. Five reasonable-sounding reasons to keep holding on These sentences can be true in the moment. They can also keep a pattern in place. \u201cIt is faster if I do it myself.\u201d Often, yes, once. But if you keep doing the task, you may keep paying that cost. Explaining and reviewing may take more time at first, while repeated handovers may give someone else the chance to learn it. \u201cThe quality will drop.\u201d It might, especially on a first attempt. But you\u2019re comparing their unfinished or early work with your finished work. That isn\u2019t quite a fair comparison. \u201cThey won\u2019t do it the way I would.\u201d Correct. They may use a different method and still meet the standard. A difference in method isn\u2019t automatically a failure. \u201cIt will take longer to explain than to do.\u201d That may be true the first time. It may not be true by the third, once the other person understands the result, the boundaries and the important details. \u201cI\u2019ll just check it at the end.\u201d A final check can be sensible. But when the standard lives only in your head, checking at the end can become an excuse to take the task back and redo it. None of these thoughts makes you unreasonable. They make the habit sound practical. The important question is whether the reason still fits the task, or whether it\u2019s become the automatic answer. The belief underneath the handover A repeated pattern often has a rule underneath it. Not a rule you necessarily sat down and chose. A rule you may have learned about what is safe, what is allowed and what makes you valuable. For example: If I\u2019m not the one holding it, I\u2019m not the one who matters. My value comes from being useful. If something goes wrong, it\u2019s entirely on me. Needing help is a weakness. I need to stay indispensable to feel secure. You may recognise one of these, or your own version may sound different. The point isn\u2019t to label yourself. It\u2019s to notice what the behaviour could be protecting. If your rule says \u201cI matter when I\u2019m needed,\u201d handing over a task may feel like giving up more than a task. You might keep hold of it to preserve your place, your sense of competence or the feeling that you know what\u2019s going on. That can explain why the behaviour returns after a decision to change. On Monday, you decide to delegate. On Tuesday, you see a draft that differs from your own style. By Wednesday, you\u2019ve taken it back. Your intention changed, but the rule stayed put. You may find a related idea in You Don&#39;t Have a Motivation Problem. You Have a Permission Problem. and Why You Can&#39;t Out-Hustle a Survival Belief. Both look at how an old rule can continue to direct your choices even when you\u2019re working hard to do things differently. Why more systems may not fix it You may already have tried a project tool, a clearer brief, a handover process, an owner and a deadline. Those things can make the work easier to follow. They\u2019re not the problem. The process says, \u201cHand it over.\u201d The rule says, \u201cNobody else will get this right.\u201d When the rule is still in charge, the system can turn into another way to monitor. The brief gets longer. The check-ins get closer together. The owner technically has the task, but you still make the decisions, keep the knowledge and carry the risk. That isn\u2019t a reason to abandon systems. It\u2019s a reason to notice what the system is being asked to do. A checklist can clarify the work. It can\u2019t, by itself, settle what the handover means to you. If the pattern shows up in other parts of your life too, The Insight Trap may be useful: understanding a rule and changing your response to it aren\u2019t always the same step. What might change when the rule moves? What might become easier to choose when holding everything is no longer the thing that proves your worth? You might begin to separate the standard from your preferred method. The standard is what the work needs to achieve: accuracy, tone, timing, safety or usefulness. Your method is the way you personally reach it. Another person may meet the standard differently. You might learn to own the outcome without doing every task. You can remain responsible for the result while letting the person doing the work make appropriate choices along the way. Responsibility doesn\u2019t have to mean personally touching every detail. You might become more willing to let a first attempt be a first attempt. That doesn\u2019t mean accepting work that misses an important requirement. It means giving someone a chance to learn before deciding they can\u2019t do it. You might start to see the work as something you can build capacity for, rather than something you have to personally carry. That could mean sharing context, agreeing on boundaries and giving someone enough authority to act. And you might shift from needing to be indispensable to being useful at a higher level. Your value may come less from personally completing every task and more from setting direction, making sound decisions and helping work move forward. These are possibilities, not guaranteed results. For more about how Primary Self approaches performance coaching, you can explore the service page. A practical way to start this week Don\u2019t try to hand over everything at once. Choose one task. Pick the task you\u2019ve taken back most often in the last month. Be specific. \u201cThe weekly report,\u201d \u201cthe first draft\u201d or \u201cbooking the appointments\u201d gives you something concrete to work with. Name the standard and the method separately. What does good need to include? What are you insisting on only because it\u2019s how you would do it? Hand over the outcome, not every step. Say what needs to be true when the work is finished. Explain any real boundaries or constraints, and let the other person choose their route within them. Agree on what \u201cgood\u201d looks like and what you need to be told about. Set a check-in that fits the task. Make it clear what would be worth raising before then. Wait until that check-in before intervening. Unless a real risk or agreed boundary changes, let the person do the work. The discomfort in the gap can be the signal, not a warning to step back in. When the urge to check, correct or take over arrives, notice what you tell yourself. \u201cThis will go wrong.\u201d \u201cThey\u2019ll see I\u2019m not needed.\u201d \u201cI can\u2019t let this be on me.\u201d You don\u2019t have to prove those thoughts wrong on the spot. Just notice them, then return to what you agreed. What this does not change Letting go isn\u2019t about lowering standards. It isn\u2019t permission to disappear, ignore a genuine risk or leave someone without the information and authority they need. You can still set expectations, make decisions and review important work. It also may not make the discomfort disappear. A different way of working takes practice, and the right approach depends on the task, the person, the stakes and the support available. Results vary. Some work may need close oversight; other work may be ready for&#8230;<\/p>\n","protected":false},"author":1,"featured_media":6517,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[32],"tags":[],"class_list":["post-6518","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-alternative-healing"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/posts\/6518","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/comments?post=6518"}],"version-history":[{"count":0,"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/posts\/6518\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/media\/6517"}],"wp:attachment":[{"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/media?parent=6518"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/categories?post=6518"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.primaryself.com\/blog\/wp-json\/wp\/v2\/tags?post=6518"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}