When Compensating for a Leader's Liabilities Becomes Toxic

Multiple publications are carrying stories of how American President Joe Biden's staff compensated, covered, and otherwise concealed his increasing infirmity even in the run-up to the 2024 election (see this example in the NY Times). This replicates what historians documented with Woodrow Wilson's post-stroke incapacity (covered for in large part by his wife) and FDR's polio-related disability, to say nothing of the media's now well-documented ignoring of John Kennedy's extra-marital sex life.  

We have long said that leaders need to surround themselves with people who can compensate for what they are not, but the Biden case (as with the others) raises the question of whether there is a point where compensation becomes obfuscation that, in turn, is toxic. When subordinates compensate for their leader's weaknesses, they often contribute to short-term stability and operational continuity. For instance, a team might develop systems to work around a leader's poor time management or communication skills, ensuring projects stay on track despite these limitations.  

The above adaptive behavior can prevent immediate failures and protect the organization from visible dysfunction. However, when subordinates consistently compensate for unresolvable leadership deficiencies, they risk enabling problematic behavior and creating the very crises they are trying to avert. Maybe the question to ask oneself is how steep is the potential downside? In the Biden case, as with Wilson, it could be very steep, indeed.