## The Golden Days (2018)
I joined a small but thriving company in 2018. My boss was riding high, full of confidence and vision. The money was flowing, and the future looked bright. As someone with strong execution skills and a knack for providing emotional support to leadership, I quickly found myself on the fast track.
## The Climb and The Fall
Over three years, my career trajectory perfectly mirrored the company's decline. My efficiency and willingness to be the "good soldier" earned me rapid promotions and raises. But success came at a cost - I became one of the two most hated people in the company (the other being my boss).
Colleagues accused me of toxic competitiveness. Others called me a sycophant. To paint a clearer picture: in many employees' minds, I had become the male equivalent of Daji (the legendary Chinese concubine who led dynasties to ruin) - someone who had corrupted the company's natural order through proximity to power.
## The Trust Spiral
From my perspective, I wasn't scheming. I simply preferred execution over confrontation. Early on, when I questioned the boss's decisions, he would spend considerable time explaining his reasoning until I was convinced. After a few cycles of this, I adopted a new approach: voice my concern once, then execute decisively if he insisted.
This created an inevitable dynamic. Veteran employees would identify problems and clash with me over implementation. The battle lines were drawn: the boss and I against everyone else, with me as the enforcer of unpopular decisions.
As the veterans grew frustrated and stopped providing input, the boss's information flow narrowed. Increasingly, his understanding of the company came filtered through my reports and perspectives. The trust flywheel had started spinning, and momentum was building.
## The Innovation Trap
As external pressures mounted, the boss encouraged me to explore new directions for the company. Project after project, I led experimental initiatives that failed. The veterans watched their stable legacy projects subsidize my constant pivoting. Resentment deepened.
Eventually, the veterans departed one by one. By 2025, the company had dissolved entirely.
## History Repeats
Today, I face a similar situation, but from the other side. In our three-person team, one partner has become information-isolated, dismissing feedback and making unilateral decisions. The other partner has learned that blind compliance builds trust more effectively than constructive criticism.
This time, I'm the veteran watching history repeat itself. The question is: how do you break this cycle when you're no longer the rising star, but the voice of experience being systematically ignored?
## The Broader Pattern
This dynamic isn't unique to my experience. Many organizations fall into this trust trap:
1. High performers gain disproportionate influence through execution and loyalty 2. Critical voices get marginalized as "negative" or "disruptive" 3. Information flow becomes concentrated and filtered 4. Decision-making quality deteriorates without diverse input 5. The organization becomes brittle and unable to adapt
The irony is that the very traits that make someone valuable in the short term - unwavering loyalty, high execution speed, conflict avoidance - can become organizational toxins in the long term.
Perhaps the real lesson isn't about avoiding becoming the "top performer," but about recognizing when you've become part of a system that's optimizing for short-term harmony over long-term sustainability.
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