Even in an age of relentless self-promotion, some extremely capable professionals prefer to avoid the spotlight. "Invisibles"
work in fields ranging from engineering to interpreting to perfumery,
but they have three things in common: They are ambivalent about
recognition, seeing any time spent courting fame as time taken away from
the work at hand. They are meticulous. And they savor responsibility,
viewing even high pressure as an honor and a source of fascination.
Something else unites Invisibles: They represent a
management challenge. The usual carrots don't motivate them; however,
managers can take several steps to ensure their satisfaction. Leaders
should recognize who their Invisibles are; decide if they want more Invisibles
on the team; reward them fairly, soliciting reports on their
accomplishments; make the work more intrinisically interesting; and talk
to the Invisibles about what works best for them. These actions are well worth taking, as Invisibles
not only bring exceptional levels of achievement to an organization but
quietly improve the work of those around them, elevating performance
and tone across the board.