“I found that the most rewarding moments of my work-life were not when I got attention, but when I felt good at the end of a hard day’s work”
So nod the ‘invisibles’, as they are termed, of an organization.
They are the ones leaders do not see, but experience their strength. The ones whose punch they feel without seeing their fists. They are the squares that do not need managers pegging them into the traditional round holes.
As a manager, as a leader, how do you manage them? Recognize them? Reward them? Motivate them?
“Puhleeez!” This is the ‘Invisible’ wincing. “Please do not think of me that way.”
And that is why they are different. They defy typifying even in being different. So let us just take a tour of their psyche first – enjoying what we see, without even attempting to join any dots.
Make no mistake, they are extremely crucial to your success. No organization can do without them. Yet, they do not hang their coats on the pegs of the conventional modes of rewards and recognition that an organization must execute to cater to the majority. Their traits are strongly tied to their unique and individual perceptions of achievement and life satisfaction – their benchmarks are as simple as they are exceptional!
It is a no-brainer to assume that they do not like self-branding. Even as they pursue excellence, they are uncomfortable drawing attention to how good or essential they are. The “Aha” moments they create for themselves exhilarate them and make them feel satisfied in a way that a pat-on-the-back most certainly would not.
Touch me? Touch me not?
That is the billion-dollar dilemma of managers and leaders. You cannot ignore them, you cannot blaze the spotlight on them. You cannot not see them, you cannot place them on a pedestal. They whisper, but come out louder than the bugles – and they cringe when you silence the noise to hear their whisper.
And certainly you cannot let them go unrewarded. Like someone so aptly remarked, their lack of self-promotion is definitely not a lack of what they are worth.
Perhaps a good place to start with would be the work environment itself. Can leaders create an environment that reassures there is no need to toot one’s horn? A team-oriented atmosphere that affirms the focus is on the collective energy of its members and not on individual image building?
Maybe respect would be a good second on the list. Respect their need to raise performance across the team, not just being singled out for excellence. Acknowledge and allow, as invisibly as they keep their presence, their need to create (and not merely be given) intrinsically rewarding work for their team, not merely for themselves.
Amidst the possible ‘Dos’ there could be one important ‘Don’t’ in dealing with them. And that is telling them in their performance reviews of the need to be more visible and more vocal for their success. Conditioned as we are to the success factors of relentless networking and stakeholder management, we may perceive the ‘invisibles’ as shy whispering individuals. In reality, theirs could be a powerful attitude and ability to quietly observe and listen to those around them, and guide them to finding the answers themselves.
In so doing they could teach many a humbling lesson in leadership. Of how to influence with a quiet passion and love for work, and totally without authority.