Visibility and Invisibility: A Strategic Interplay in Leadership

Years ago, a puzzling encounter with a senior executive left me baffled. I had arranged the meeting seeking feedback and to pose some challenging questions, and for the most part, the dialogue flowed smoothly. Yet, one particular exchange lingered, a riddle I couldn't solve until very recently. Stepping away from the demanding pace of full-time employment has afforded me the luxury of deeper thought and reflection, allowing me to immerse myself in the intricacies of work environments, management, and leadership. It was during this period of introspection that a profound insight emerged, illuminating that puzzling conversation from the past.

The senior executive, in a moment of candid frustration, confessed how my team's exceptional work was inadvertently complicating their own public narrative. They explained that whenever they engaged in public conversations about their portfolio, the discussion inevitably veered towards the outstanding contributions of my team. My team's significant impact, it seemed, was so profound that it eclipsed other vital aspects of their responsibilities, making it difficult for them to steer public discourse towards different elements of their work. At the time, I was genuinely bewildered. Now, with the clarity of hindsight and a richer understanding of organizational dynamics, I realize their underlying desire was for my team and me to diminish our visibility – perhaps even to become entirely invisible in certain contexts. The very brilliance and impact of our work, paradoxically, was rendering us invisible to their broader objectives.

This week, let's dive into the fascinating interplay between visibility and invisibility in leadership. We'll begin by examining how individuals navigate these choices at work, often with surprising, even counterintuitive, results. For those who know me, it might be hard to believe, but there are moments when I actively strive for invisibility at work. I shrink away from the spotlight, focusing solely on getting my tasks done, usually when tackling specific projects or trying to sidestep certain interactions. In those moments, my deepest desire is to be unseen, unheard.

Over the years, I've watched countless colleagues embrace, even perfect, the art of workplace invisibility. They arrive, complete their tasks, and then vanish into the organizational ether, unseen by co-workers and and the wider company. This vanishing act can stem from personality, a lack of skills, the work environment, or simply a conscious choice. Yet, regardless of the reason, prolonged invisibility ultimately backfires, thrusting you into a harsh, often negative, spotlight of high visibility.

Operating predominantly in an invisible state, whether by choice or circumstance, leads to being overlooked, undervalued, and ignored—even when you speak up. Your reputation becomes a narrative crafted by others, often undeserved and likely negative. When you disengage, you leave others to fill in the blanks about who you are and what you believe. Your desire to avoid the limelight ironically shines an even harsher one upon you. Your desire to disappear only draws more scrutiny and attention by those around you. Believing you're protecting yourself by being invisible often causes more harm, as others seize control of your story within the organization.

Now, let's turn our attention to the intriguing paradox of high visibility. Just as invisibility can lead to being the centre of attention, an excess of visibility can also make you disappear. Why? Because over time, consistent high performance or a prominent personality can become normalized, even routine. When you're constantly in the spotlight for your achievements, others may begin to minimize your success, rationalizing it against their own experiences. Similarly, a highly visible personality can eventually be perceived negatively. Standing out, for whatever reason, can ironically lead to being left out. I've experienced this firsthand throughout my career. My drive, personality, and unconventional approach have fueled significant individual and team success. Yet, as my visibility and that of my team grew within the organization, it often led to increased isolation and marginalization.

So, what's the takeaway for leaders? It's all about strategic visibility. Don't think of it as hiding or always being in the spotlight. Instead, carefully choose when to be seen and when to recede. You can be a quiet force without being invisible, and an outgoing personality without overwhelming the room. The goal isn't to mask who you are, but to thoughtfully apply your strengths to moments and activities that highlight you or your team in a positive light. This deliberate approach to your interactions builds what I call a "reputational reservoir"—a deep well of authentic stories and relationships you've personally crafted. The richer this reservoir, the more resilient you become to misinterpretations and inaccurate perceptions.

Secondly, and perhaps more importantly, you possess the power to elevate others. Exceptional leaders consistently find ways to position their team members at the heart of success. When a colleague remains unseen, what proactive steps are you taking to illuminate their contributions, to help them cast their own light upon the team and organization? The conventional methods are clear: ask insightful questions, offer genuine praise (both privately and publicly), and provide constructive feedback. However, there are more nuanced, yet equally impactful, avenues to foster another's visibility. Invest the time to truly know them, to cultivate a deeper relationship that empowers you to champion their narrative. A profound understanding of an individual unlocks opportunities for them to shine that they might never perceive themselves. This subtle, passive advocacy can readily transform into a more active, assertive form when circumstances demand it. Empower them to craft their own story by entrusting them with autonomy, assigning public responsibilities that foster accountability, and providing a secure safety net should challenges arise. Leading someone who operates in obscurity demands a significant investment in their conditions for success, even if it entails a personal cost to you as the leader. When an individual persistently shies away from the spotlight, or indeed, any light, a leader must be drawn to them. Uncover the underlying reasons and barriers preventing them from revealing their authentic selves at work, and then dedicate yourself to eliminating or mitigating those obstacles.

For individuals whose exceptional work naturally puts them in the spotlight, a leader's role shifts. Here, the focus is on expanding their horizons, challenging them with new opportunities that push their boundaries. Even if it results in failure, it will strengthen them in the long run. It's about ensuring their narrative remains fresh and impactful within the organization, and discovering how their success can be leveraged for broader, sustainable benefit. Conversely, when visibility stems from a negative personality trait, a leader must step in, ready to navigate difficult conversations and invest significant time and energy to resolve the underlying tension. This often comes with potential personal costs for the leader.

Ultimately, a leader's core mission is to unleash the full potential of their teams. They are the ones who unearth the unseen and bring it into the light, while continuously reinforcing positive, visible strengths. They are also willing to invest in reframing negative perceptions. Think of leaders as "reservoir specialists"—they can recount countless success stories about their teams, and adeptly adjust their strategies to ensure each team member's reputational reservoir is deep enough to weather any drought. Reflecting on that puzzling conversation with the senior executive, it's clear we both missed a crucial opportunity. They failed to harness the success of my team and me for the greater good of the organization, and I, in turn, missed the chance to align my team's efforts with the executive's overarching priorities. Human nature tends to alienate outliers, we diminish the high achievers and we highlight the perceived weaknesses of the marginalized. Leaders act against these instincts to widen the circle of success and fulfillment at work. 

Have you ever experienced a moment where your visibility led to unforeseen difficulties? I'd genuinely be interested to hear your stories.

My next article will build upon the concepts visibility and invisibility in relation to organizational culture.