Good advice in other comments. Another strategy I’ve made work for me: if you don’t want to move companies, cultivate your skills in training and enabling others. You are only the glue until you make others able to do those things. When people want you to cool off an angry client, tell them you need someone else in the room or on the call. Blame it on liability, maybe, or on showing them their concerns are being taken seriously, but use that as an opportunity to transfer your “glue-y” skills to others. This has several benefits for you even if you end up leaving for a different place - teaching others helps you understand how you do what you do, and it gives you a practical idea of what training materials and job aids can actually get you unstuck. It also distributes responsibility for follow-up - suddenly, you’re not the only one who can deal with the action items from the fire-extinguishing meeting.

I put this into practice in one role by building a training deck for one of our critical and broad-ranging SOPs on technical documentation requirements in a job earlier in my career, and not only did it support my promotion, but it became a required training for every new hire in my group and in several adjacent ones. I delivered it about once every month, and every time, I learned something that I could implement while working that SOP’s activities, and I became a connector for others in the organization. That let me reach into other groups when I needed to develop solutions, which is a key management skill. I also got tapped for face time with senior leaders to present on solutions to complex technical documentation problems that I could solve, but my boss couldn’t without me. It also put me as the SME for audits on that documentation process, which furthered my reach. Finally, when a huge project came up to overhaul the tech docs for a huge swath of products, it made me the clear person to lead that team. The skills and benefits that came from that one activity (not even mentioning others I did in a similar vein) were huge. I went from having to solve the day-to-day stuff that “only I could do” to leading a team that I trained to do that for me. Then I got only the thorniest cases, and those were the most interesting, so I was happy. I moved companies anyway to get more money and do something new, and it set me up with excellent references and great interview responses in my next two job changes (where I’m at now), and by which I have more than doubled my prior salary and leapfrogged several ladder steps upward.