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Systems are great. Rockstars still matter.
Systems are great. Rockstars still matter.
Systems are great. Rockstars still matter.
I used to believe that if a team had strong systems, clean processes, and solid documentation, anyone should be able to handle any problem.
I used to believe that if a team had strong systems, clean processes, and solid documentation, anyone should be able to handle any problem.
I used to believe that if a team had strong systems, clean processes, and solid documentation, anyone should be able to handle any problem.
Reality taught me otherwise.
Reality taught me otherwise.
Reality taught me otherwise.
No matter how mature the organization is, when something truly critical shows up — a high-stakes decision, a fast market move, a problem that can’t afford a second chance — leadership doesn’t roll the dice.
No matter how mature the organization is, when something truly critical shows up — a high-stakes decision, a fast market move, a problem that can’t afford a second chance — leadership doesn’t roll the dice.
No matter how mature the organization is, when something truly critical shows up — a high-stakes decision, a fast market move, a problem that can’t afford a second chance — leadership doesn’t roll the dice.
They call the same few people.
They call the same few people.
They call the same few people.
I’ve seen this pattern everywhere. And for a long time, I thought relying on those people meant something was broken in the system.
I’ve seen this pattern everywhere. And for a long time, I thought relying on those people meant something was broken in the system.
I’ve seen this pattern everywhere. And for a long time, I thought relying on those people meant something was broken in the system.
It’s not.
It’s not.
It’s not.
Systems raise the floor. Rockstars raise the ceiling.
Systems raise the floor. Rockstars raise the ceiling.
Systems raise the floor. Rockstars raise the ceiling.
Processes help teams execute what’s already known. They make work predictable, repeatable, and scalable. That’s most of the job — and it matters a lot.
Processes help teams execute what’s already known. They make work predictable, repeatable, and scalable. That’s most of the job — and it matters a lot.
Processes help teams execute what’s already known. They make work predictable, repeatable, and scalable. That’s most of the job — and it matters a lot.
But when the problem is new, messy, time-sensitive, or strategically dangerous, playbooks stop helping. That’s when judgment, intuition, and cross-domain thinking matter more than frameworks.
But when the problem is new, messy, time-sensitive, or strategically dangerous, playbooks stop helping. That’s when judgment, intuition, and cross-domain thinking matter more than frameworks.
But when the problem is new, messy, time-sensitive, or strategically dangerous, playbooks stop helping. That’s when judgment, intuition, and cross-domain thinking matter more than frameworks.
That’s when rockstars get pulled in.
That’s when rockstars get pulled in.
That’s when rockstars get pulled in.
What “rockstar” actually means
What “rockstar” actually means
What “rockstar” actually means
Being a rockstar isn’t about being loud or flashy.
Being a rockstar isn’t about being loud or flashy.
Being a rockstar isn’t about being loud or flashy.
It means when there’s a big issue, a high-priority launch, or an “we need this live yesterday” situation, HODs know exactly who to call.
It means when there’s a big issue, a high-priority launch, or an “we need this live yesterday” situation, HODs know exactly who to call.
It means when there’s a big issue, a high-priority launch, or an “we need this live yesterday” situation, HODs know exactly who to call.
It’s like Netflix mystery shows — when the case is unsolvable, they don’t assign it randomly. They bring in the expert who can connect dots under pressure 😄
It’s like Netflix mystery shows — when the case is unsolvable, they don’t assign it randomly. They bring in the expert who can connect dots under pressure 😄
It’s like Netflix mystery shows — when the case is unsolvable, they don’t assign it randomly. They bring in the expert who can connect dots under pressure 😄
That’s always been my personal goal as a product designer.
That’s always been my personal goal as a product designer.
That’s always been my personal goal as a product designer.
Over the years, many of my managers told me the same thing in different words:
Over the years, many of my managers told me the same thing in different words:
Over the years, many of my managers told me the same thing in different words:
“If we assign this to you, we don’t have to keep checking. We know you’ll figure it out.”
“If we assign this to you, we don’t have to keep checking. We know you’ll figure it out.”
“If we assign this to you, we don’t have to keep checking. We know you’ll figure it out.”
That trust didn’t come from perfection. It came from ownership — taking ambiguous problems, absorbing the pressure, and still shipping something meaningful on time.
That trust didn’t come from perfection. It came from ownership — taking ambiguous problems, absorbing the pressure, and still shipping something meaningful on time.
That trust didn’t come from perfection. It came from ownership — taking ambiguous problems, absorbing the pressure, and still shipping something meaningful on time.
Yes, it’s exhausting sometimes.
Yes, it stretches you more than comfortable.
Yes, it’s exhausting sometimes.
Yes, it stretches you more than comfortable.
Yes, it’s exhausting sometimes.
Yes, it stretches you more than comfortable.
But that’s the cost of being dependable when it really matters.
But that’s the cost of being dependable when it really matters.
But that’s the cost of being dependable when it really matters.
Carrying the same mindset as a leader
Carrying the same mindset as a leader
Carrying the same mindset as a leader
Now, when I manage teams, I look for — and intentionally build — the same kind of star performers.
Now, when I manage teams, I look for — and intentionally build — the same kind of star performers.
Now, when I manage teams, I look for — and intentionally build — the same kind of star performers.
Not to overload them.
Not to bypass systems.
But to deploy them only when the situation truly demands it.
Not to overload them.
Not to bypass systems.
But to deploy them only when the situation truly demands it.
Not to overload them.
Not to bypass systems.
But to deploy them only when the situation truly demands it.
Most work should flow through systems.
Some work deserves a free agent.
Most work should flow through systems.
Some work deserves a free agent.
Most work should flow through systems.
Some work deserves a free agent.
High-priority releases, market-critical features, messy problem spaces — those go to people who can operate beyond checklists.
High-priority releases, market-critical features, messy problem spaces — those go to people who can operate beyond checklists.
High-priority releases, market-critical features, messy problem spaces — those go to people who can operate beyond checklists.
And once the job is done, they go back. Until the next “we need this handled” moment.
And once the job is done, they go back. Until the next “we need this handled” moment.
And once the job is done, they go back. Until the next “we need this handled” moment.
The real lesson
The real lesson
The real lesson
You can’t systematize exceptional judgment.
And you can’t turn everyone into a rockstar.
You can’t systematize exceptional judgment.
And you can’t turn everyone into a rockstar.
You can’t systematize exceptional judgment.
And you can’t turn everyone into a rockstar.
What you can do is:
What you can do is:
What you can do is:
• Build strong systems for everything repeatable
• Protect your star performers from routine drain
• And step up to be one yourself, wherever you go
• Build strong systems for everything repeatable
• Protect your star performers from routine drain
• And step up to be one yourself, wherever you go
• Build strong systems for everything repeatable
• Protect your star performers from routine drain
• And step up to be one yourself, wherever you go
I still believe in process.
I still believe in team growth.
I still believe in process.
I still believe in team growth.
I still believe in process.
I still believe in team growth.
But I no longer feel guilty about this truth:
But I no longer feel guilty about this truth:
But I no longer feel guilty about this truth:
When something truly matters, people matter more than systems.
When something truly matters, people matter more than systems.
When something truly matters, people matter more than systems.
And I’ll always aim to be the person teams call when it does.
And I’ll always aim to be the person teams call when it does.
And I’ll always aim to be the person teams call when it does.
Want to work together?
Feel free to reach out for collaborations, inquiries, or just to say hello.
Want to work together?
Feel free to reach out for collaborations, inquiries, or just to say hello.
Want to work together?
Feel free to reach out for collaborations, inquiries, or just to say hello.
Let's Be Friends
Feel Free to Hit Me Up!
I always enjoyed product discussions and If you’re a startup founder or PM/Growth person and interested to chat! Hit me up on any social media platforms.
Crafted with ❤️ on Framer, All Rights Reserved © 2025 Guruprakash.
Let's Be Friends
Feel Free to Hit Me Up!
I always enjoyed product discussions and If you’re a startup founder or PM/Growth person and interested to chat! Hit me up on any social media platforms.
Crafted with ❤️ on Framer, All Rights Reserved © 2025 Guruprakash.
Let's Be Friends
Feel Free to Hit Me Up!
I always enjoyed product discussions and If you’re a startup founder or PM/Growth person and interested to chat! Hit me up on any social media platforms.
Crafted with ❤️ on Framer
All Rights Reserved © 2025 Guruprakash.