The Silo Superstar
The classic silo superstar is that employee who may be a high performer in one particular aspect of their job, but who does not play well with other employees or who resists stepping outside their comfort zones. They present a double-edged sword to their supervisor who appreciates their expertise in a particular area, but who is less likely to appreciate any feeling of entitlement, territorial mindset, or hinderance to collaboration efforts, not to mention the friction they can cause on any shift.
Some employees naturally excel in certain areas of their job. Others develop unique skills over the years through experience and advanced training, and sometimes through the mentoring of the very supervisor that later becomes frustrated with their silo mentality.
It is natural to have some employees excel above their peers in certain areas of responsibility. After all, few employees will be experts at everything, but sometimes an expert in one area is exactly what you need for a particular assignment. Whether they became an expert through advanced training, or primarily because of their personal interest in the subject, expertise can be helpful to the organization. But it is not helpful if the expert’s attitude and behavior becomes detrimental to overall collaboration and group morale.
Supervisors have a responsibility not to allow their teams or shifts to operate in a silo, and that starts by addressing individual silo superstars that work on their shift. The struggle for supervisors is to find a way to shift the silo superstar’s territorial or silo mindset (and/or feeling of entitlement) without losing their strengths. If you are a supervisor dealing with a silo superstar, consider the following:
Reframe the narrative: Expertise + Collaboration = Real Value. Help them see that true mastery includes being able to apply their expertise in a team setting. Talk about being a “multiplier” — not just doing great work, but helping others succeed as well. Share examples where collaboration created a bigger impact than any solo effort could have. Celebrate collaborative wins, not just individual results.
Redefine what “Good” looks like: If the bar for success is only “doing my job well,” regardless of what the rest of the shift does, employees will likely stay in their lane rather than help the team. Update performance metrics to include collaboration — things like knowledge sharing, helping cross-team cases or assignments, mentoring, etc.
Give direct feedback when needed: If someone is leaning too hard on the “that’s not my job” attitude, it’s okay to address it. Use the “I’ve noticed… / I’m concerned… / I’d like…” framework: “I’ve noticed you’ve been reluctant to step outside your usual scope. I’m concerned that’s creating friction. I’d like to see you taking a more active role in shift-wide initiatives.”
Design work (when possible) that requires collaboration: Don’t just tell them to collaborate — build systems that make it necessary. Force cross-pollination so other members develop skills (if not expertise) in different areas. Make their success depend on working with others.
Use Peer Influence: Sometimes, strong team players can help shift the culture faster than you can. Partner the lone wolves with team-first employees.
Address entitlement directly if needed: Entitlement sometimes masks insecurity or fear of irrelevance. Acknowledge their expertise first (“You’re really valuable to this shift because of X”). Then remind them that the organization or even the shift’s mission is everyone’s responsibility, and that isolation is an impediment, not a strength.
TIP: Expertise is great. But don’t let your silo superstar develop an entitlement or territorial mindset that hinders collaboration, effective communication, productivity, morale, and even the safety of your team.