Top Performers May Be Masking Deep Organizational Flaws

The author describes a scenario where a trusted counter supervisor routinely resolved inventory mismatches, masking a chronic stock-tracking problem. A later example shows an assistant manager buffering a temperamental manager, preserving branch results while concealing a toxic culture. Both cases illustrate how dedicated staff absorb systemic weaknesses, making the organization seem robust.

The commentary cites Amy Edmondson’s research on psychological safety to stress the need for open concern-raising. It recommends asking reliable employees what tasks feel excessive, which issues recur, and what would break in their absence. Recognizing and addressing these hidden flaws is presented as essential for genuine improvement.