> You could argue that’s a leadership problem as well, of course, but my response would be that if you’re the only one who understands a system, you are a leade

> You could argue that’s a leadership problem as well, of course, but my response would be that if you’re the only one who understands a system, you are a leader, and leaders have a responsibility even if they aren’t managers by title. Hear, hear! Anyone who has on-boarded to some legacy system has probably experienced this from one end or the other. The trouble seems to be in getting the heroes, as it were, to recognize that they have a responsibility to properly on-board and train, while simultaneously getting their managers to give them the space to do this work and properly prioritizing it (while also helping to keep the fires at bay... Easily 50% of the on-boarding challenges I have faced in my career were because the person who was responsible for on-boarding me was constantly fire-fighting by themselves).