Systems thinking emphasizes that outcomes are heavily influenced, limited, and almost predetermined by the systems in which they occur. This perspective is widely accepted in academia and industry, with numerous books and practices supporting its principles. However, the existence of exceptional individuals, or superstars, presents a challenge to this view. Understanding the reasons behind their superior performance is crucial for determining if their achievements can be replicated and systematized for broader improvement. There are two distinct types of high performers: those who are lucky and whose performance is circumstantial, and those who are "system hackers" that find ways to work around or improve existing systems. Confusing these two types can lead to misguided management strategies and flawed decision-making. "Lucky stars" perform well due to favorable circumstances, and their success is not necessarily reproducible or indicative of superior methods. Conversely, "system hackers" achieve success by identifying and exploiting inefficiencies or by developing novel approaches that transcend system limitations. These individuals, like Michael Phelps or Wayne Gretzky, offer valuable insights into how systems can be improved for everyone. Leaders should study the methods of these outliers to understand how they operate outside typical constraints and then work to universalize these successful techniques. Ultimately, true progress and innovation arise from identifying, adopting, and integrating the practices of these exceptional individuals to improve the system for all, rather than solely focusing on the individuals themselves.