06/03/2025
I think we’ve been reinforcing the wrong things.
In the spirit of reflection this week, I came across an interesting article about WWII that really got me thinking.
Back then, the military studied bullet holes on returning fighter planes to decide where they should add more armor.
The wings, tail, and fuselage were riddled with damage, so they assumed those were the weak spots that needed reinforcement.
But statistician Abraham Wald pointed out a critical flaw in that thinking:
💡 Those were the planes that survived.
The real vulnerabilities were in the areas with little to no damage, like the engine and cockpit, because planes that were hit there didn’t make it back.
This concept is known as survivorship bias, and it’s still quietly shaping the way we lead today.
We focus on what’s visible:
The high performers. The loud contributors. The “planes that returned.”
But what about the talent we don’t see? The quiet overachievers. The unspoken struggles. The teams stuck in outdated systems with no clear path to grow.
If we only reinforce what’s already survived, we miss the blind spots that are quietly costing us innovation, retention, and momentum.
If we want to build resilient, future-ready organizations, we have to start looking beyond what’s right in front of us.
Let’s stop managing for yesterday’s performance—and start building for tomorrow’s potential.
What are you reinforcing?