Let’s talk about a common complaint I hear across companies: “You’re not visible enough.” Someone can be a top performer, hitting all their goals, but somehow, if they’re not front and center with leadership, it feels like they’re not making the mark. Why is there this obsession with visibility? It’s a phenomenon that has been magnified by remote work, where being on Slack, speaking up in meetings, and generally being “seen” is often misinterpreted as a measure of performance.
Here’s the truth: visibility doesn’t equal results.
I’ve been on the receiving end of this feedback before. “We just don’t see you enough,” or, “It feels like you’re not as involved.” And every time, my first question is: Why does that matter? If the work is getting done, if the results are there, then how does visibility help?
There’s a misguided belief that if someone isn’t constantly engaging in visible activities—whether that’s chatting in Slack, constantly contributing in meetings, or simply showing face—they aren’t achieving their full potential. But the reality is, some of the most critical work is quiet, deep, and thoughtful. They don’t scream for attention.
Here’s what no one is talking about: trying to be visible all the time is exhausting. It actively discourages deep work—the kind of work that takes hours of focus and concentration, which often isn’t visible to anyone until the final product. When employees feel like they have to constantly show what they’re doing to prove their worth, they’re spending time on performative actions rather than actual productivity. It’s a surefire way to create burnout.
And here’s another problem: this obsession with visibility disproportionately penalizes introverted employees. Not everyone thrives in a loud, extroverted environment where success is defined by how often you speak up or show up. Many top performers are quiet, methodical workers who produce exceptional results, even if they aren’t raising their hands every five minutes in a meeting.
As a CEO, you might be tempted to think, “If I don’t see it, it didn’t happen.” And I get it—that’s human nature. But leading a results-focused organization means breaking away from ego-driven metrics of performance like visibility. Results matter more than the impression of activity.
One of the biggest mistakes you can make is assuming that a lack of visibility equates to a lack of value. It’s easy to fall into this trap when your personal connection with someone—or lack thereof—becomes a proxy for their performance. But that’s a dangerous road. If personality differences prevent you from seeing the work someone is doing, the issue isn’t them—it’s the system you’ve put in place to measure success.
So, what’s the solution? Create systems that measure actual results, not just visibility. This can be done by implementing performance metrics that look at the outcomes of work, not the noise people make while doing it. Set clear expectations for what success looks like at both the individual and departmental levels. Ensure that your systems of measurement are rooted in tangible results, not just the appearance of activity.create visibility into results— not people.
It’s a trap we all need to avoid.
Focus on the outcomes. Let visibility take a back seat to what really matters: results.
In the end, it’s not about how much someone shows up—it’s about how much they deliver. So, let’s break the visibility obsession and create workplaces that value results over optics. If you’re leading with a results-focused mindset, you’ll unlock true productivity without burning out your best people.
Elsewhere In Culture
And speaking of negative feedback: Around 76% of high-performing women receive negative feedback, compared to only 2% of high-achieving men. It’s a staggering statistic, and it’s more than just a numbers game—it’s a reflection of the biases that exist in the workplace. For women, even outperforming their peers doesn’t shield them from criticism. They are judged not only more harshly but also on factors that have little to do with their actual work. According to a report by Textio, women are far more likely to receive feedback on their personalities—whether they’re “collaborative” or “difficult”—while men are typically judged on the quality of their work. This discrepancy in how feedback is delivered can have lasting consequences, as it undermines women’s confidence and professional growth.
This isn’t just bad for women—it’s bad for business. High performers thrive on actionable feedback, and when they don’t receive it, they are more likely to leave their organizations. In fact, 40% of top-performing women who receive vague or unactionable criticism plan to quit, compared to 22% of their male counterparts. The solution isn’t just to throw more bias training at the issue—it’s about creating systems where feedback is meaningful, specific, and focused on results. Managers need support in giving actionable reviews, and companies need to invest in their people departments to ensure performance evaluations drive growth, not turnover.
Home Depot orders corporate staff to take 8-hour retail shifts
Home Depot’s decision to require corporate employees, including senior leadership, to work retail shifts once a quarter is a powerful step toward bridging the gap between leadership and front-line workers. Unlike Starbucks’ well-known gesture, where the CEO worked in a store for the first week to show solidarity, Home Depot’s approach sets a higher bar by embedding this practice into their corporate culture consistently over time. The real difference here is that Home Depot isn’t just making a one-time statement—it’s committing to regular, ongoing engagement with the daily realities of its front-line staff.
While gestures like Starbucks’ can capture headlines, Home Depot’s approach demonstrates a deeper commitment. By making this a quarterly requirement, the company ensures that leadership remains connected to the challenges and opportunities within their stores, fostering a genuine understanding that can drive meaningful change. This sustained effort sends a clear message: leadership isn’t just interested in symbolic actions—they’re dedicated to being part of the front-line experience in a consistent, structured way. That’s what sets this initiative apart from others and makes it more than just a fleeting moment of visibility.