102. Superstar Employees
What makes an employee a superstar and how can we differentiate between them and other employees?
Shaan Puri wrote a blog post about his framework called the "Triangle of Talent". The “Triangle of Talent” is a rough hierarchy that categorizes employees based on their ability to identify and solve the right problems independently (with Level 5 being the rare “superstar” who identifies and solves the A+ problem with minimal guidance, and Level 1 being someone who can’t reliably complete tasks even when told exactly what to do). The framework is meant to be a quick mental model for entrepreneurs and leaders to understand the distribution of talent on a team.
I think about this differently and responded to Shaan's tweet hoping to correct his errors, and after a deep discussion with Chatgpt o1 decided to make this post.
ChatGPT o1: "The 'right' problem isn’t some objective monolith hovering out there ready to be tackled by a generically 'Level 5' brain. It’s theory-laden—that is, perceived through the unique background knowledge, experiences, and assumptions of each person."
So let's correct the errors in Shaan's post.
I agree that "All employees are problem solvers."
But Problem-solving = knowledge creation.
The two parts are conjecture and criticism.
Superstars can be summarized as:
- Make a lot of errors but correct them quickly
- Seek good explanations
- Understand that solving problems leads to new problems
- Realize decision-making is about creating new options, not merely choosing from a static set
- Recognize that everyone brings misconceptions and biases to the table and thus help others “correct course”
- …and crucially, looks like they’re having way too much fun
Let's dive deeper into these properties.
Superstars make a lot of errors but correct them quickly
The foundation of every economic venture is the Profit formula:
Profit/Loss = Income - Costs
Superstars realize the net result is all that matters. It is possible to run a company with zero cost but more likely costs are necessary. The question is can you use the outputs of the costs to gain surplus revenue?
Errors are the cost of knowledge creation. Superstars have to make them but also correct them quickly. A small error count means you’re probably not exploring enough possibilities. But a failure to correct errors rapidly means you’re not learning from them, and you’re piling up “debt” that eventually impacts the bottom line.
Many organizations frown upon visible errors. Superstars, in such organizations, might keep their experimentation quiet, unveiling their efforts only when they can show proof of concept or success, or in the event of severe failure.
Superstars seek good explanations
Superstars care about what really is going on, why, and how. They explore the counterfactuals. Our best representations of reality come in the form of good explanations. They follow Sun Tzu's, “Victorious warriors win first and then go to battle.” They win by understanding.
Every superstar knows that explanatory-based risk is superior to calculated risk. Because good explanations must be hard to vary, they encourage ongoing questioning and refinement. Alternatively, a purely probabilistic approach might gloss over underlying assumptions—treating them as a “black box.”
Superstars understand that solving problems leads to new problems
Superstars know there is no ultimate solution because there is no ultimate knowledge. This implies there will never be an end to problems, which is great, because there is no end to progress. The question is, are the new issues better? Problems are never-ending and Superstars love that but they also want to solve better problems. Superstars need to be aware of future situations that involve: Perverse Incentives, Pyrrhic Victory, Iatrogenic Harm, Negative Externalities, Sub-Optimization, Premature Optimization, Efficiency Trap, and Over-optimization.
Realize decision-making is about creating new options, not merely choosing from a static set
Superstars recognize that they are not limited by the options before them. If given enough time new options can be formed. Anyone can choose from an existing set of alternatives. The mark of a true Superstar is the creation of an entirely new path. They craft freedom and engineer agency almost out of nothing but their will to do so.
Recognize that everyone brings misconceptions and biases to the table and thus help others “correct course”
No single method, framework, or boss has “the final answer.” Therefore, working with people’s existing theories, misconceptions, and incomplete knowledge is part of the real job. Superstars excel at patching and refining that knowledge while coordinating buy-in. Functionally, they bridge collective worldviews.
Looks like they’re having way too much fun
Fun is at the heart of everything for a Superstar. It is fun to solve difficult problems, learn and correct errors, and understand other's worldviews. It may not always be enjoyable in the moment but it is always fun overall. Fun and Meaning are not properties of the action required but a way of thinking by the mind performing the action.
There is it. Everything I think a Superstar employee is. May it guide you to superstardom.