More than a few management scholars argue that individuals should strive to stand out in the workplace, to get themselves noticed and to behave as if each executive were a one-man operation, associating their own interests with those of the firm. "The brand is bigger than the individual" is the extreme expression of this position. This approach is based on the "agency theory" in academics, in which a business is seen as a set of "agents" who seek to interact and develop within an organization, but always while pursuing their own personal interests.

Senior executives these days understand how to oversee staff of this description, but the truth is all organizations and institutions have key personnel on their payroll who do not fit said mold.  These are extremely capable individuals who enjoy what they do, feel pleasure and feel engaged when their work is recognized as important and understand their contributions, but stand clear of the spotlight. They do not follow the 21st Century thread of individualism, so adeptly described by the French philosopher Giles Lipovestky.

When a great new building is constructed, most people want to know who the architect was. Few want to know the name of the structural engineer. When a patient needs surgery they seek out the best surgeons, failing to recognize that their life may actually be in the hands of the anesthesiologist, who is usually remembered only when things go wrong.

We managers must develop the ability to recognize the "Invisible" at our organizations. They are generally highly competent staff who put greater store in training and specialization than acclaim. They have confidence in themselves and have no egos that need feeding on a daily basis. Despite the vast range of fields in which the "Invisible" operate, there are 3 particular characteristics that David Zweig, author of the book "Invisibles", identifies in an interview with the Harvard Business Review.

Firstly, the "Invisible" are ambivalent toward recognition. All employees to some degree perform anonymous work, but the majority seek out recognition for their efforts. This makes them feel valued at the company, but the "Invisible" have a different approach. For them, any effort spent pursuing promotion is time wasted and merely a distraction from the more important roles that they know they perform. Their strength lies in their ability, which is what they use to make a difference. Secondly, they are extremely meticulous in what they do and highly attentive to detail, rendering it vital that they remain concentrated and avoid falling into superfluous activities. Finally, the "Invisible" enjoy assuming responsibility. It is their "adrenaline" and their driving force.

Their contributions should never be taken for granted, nor their remuneration neglected. If we managers fail to recognize the enormous contribution that this group has to offer, much of the value that they generate will be lost and we run the risk of compromising the future of our organization.