Are You Forgetting Someone?

Some of the most valuable people in an organization are also among the easiest to overlook.

They're the people who consistently deliver, solve problems, and help others succeed. They don't necessarily seek attention or recognition. Yet without them, much of the organization's work would come to a halt.

The People Who Keep Things Moving

These are your high-performing professionals. Often under-recognized in favor of their more visible, high-potential counterparts, they are the backbone of the organization: subject matter experts, leaders of teams that deliver consistently day in and day out, and individual contributors.

Others look to them to answer questions or sort out a thorny problem with patience and perseverance. As such, they can be natural mentors, even when this role is unofficial or one they deny holding.

There's an important distinction between high performance and high potential. High-performing professionals consistently deliver results and contribute expertise. High-potential employees are generally viewed as candidates for broader or more complex roles.

Of course, someone can be both. But not everyone who excels in their current role wants to move up or take on greater responsibility. And that doesn't make their contribution any less valuable.

Recognize and Develop Your Quietly Essential Contributors

I encourage leaders to review progress toward goals at least semi-annually. This includes not only organizational performance, but also individual development.

It's particularly important to develop and invest in your quietly essential contributors.

Cultivate their leadership. Acknowledge their steady, consistent performance. Celebrate their contribution to results. Invest in their continued success, and the company's, by crafting and implementing an effective individual development plan.

And remember that development doesn't necessarily mean promotion. It might mean deepening expertise, tackling a new challenge, mentoring others, or pursuing something that matters to the individual.

Because without a team of quietly essential leaders and staff, most organizations simply won't function, let alone achieve their vision.

There's plenty of discussion about employees who do only what's required, or who gradually disengage from their work. That's worth understanding, particularly when people no longer see a connection between their effort and the value placed on their contribution.

But as you review individual and organizational performance, perhaps worry less about those who have pulled back and pay more attention to those who quietly make so much possible.

Are you forgetting someone?

For practical guidance on effective development planning, including tips to accelerate results, see the Development Planning and Development Actions Aids on pages 165–167 of my book, Charting the Course.

Continue the Conversation Some of your organization's most valuable contributors may not be the most visible. Are they getting the recognition, attention, and opportunities they deserve?

If you'd value an objective perspective on how your leadership and talent decisions are supporting the people who make your strategy work, let's connect.