When Leaders Disengage and Disappear: Exploring the Insidiously Destructive Impact of Managerial Invisibility
Managerial invisibility is an insidious behavior that can cloak your entire workforce and your organization at large. Able to take many different forms, when invisibility occurs, retention and recruitment can plummet; absenteeism increases; and both output and quality results decline. This detachment is exacerbating sentiments that employers are decreasingly caring about staff welfare. In fact, reports indicate that “Fewer than one in four U.S. employees feel strongly that their organization cares about their wellbeing—the lowest percentage in nearly a decade.” These workforce perceptions are consequential for any business, certainly in the realm of retention as, for one, the report cites, “Employees who feel their employer cares about their wellbeing are 69% less likely to actively search for a job.”
Not just an adverse impact on employees, senior staff invisibility can affect leaders as well. Some leaders stay in their offices because they are so busy. The office can become like an ivory tower, trapping and isolating them. Other leaders struggle with imposter syndrome or fear of failure, and they often mask their real selves. All you know about these leaders is their bio. They rarely talk or engage with you unless they need information or data.
Employees can also be invisible, whether working remotely or in the office. They stay in the workspace, don’t turn on their screens at meetings, and only interact with others when they have to. For example, quiet quitting is a form of employee invisibility.
Here are 5 ways to know invisibility is adversely impacting your workplace and how to stem it:
1. Embrace visibility by investing your time well.
Many leaders think allocating time for their employees in a town hall meeting is sufficient. However, such thinking lacks foresight and overlooks the broader perspective. When you are a leader, everyone assumes you are busy. And you might be, but what are you busy doing? Are you maximizing your time focusing on your most important asset, the people of your organization?
Your employees need to see and engage with their leaders at all levels. Whether the workforce is remote, hybrid, or onsite, people need leaders to be present and engaged. Talk and listen to each other and find out about what they do at work and at home and share something about yourself. That five minute conversation between colleagues or with a leader makes that employee feel seen, valued, and heard.
2. Make sure your words and actions align equals reliability and accountability.
Communication is important. Sometimes what people say is not what others hear. Be clear about what you say and explain what you mean and then follow through. For example, leaders may tell their employees that they are going to invest in them, employees may believe that means bonuses when the leader is referring to technology. And ensure sure you can follow through on your words, whether it is budget or authority. People believe what they see and feel. If a leader’s words are not followed by actions, a leader will not be seen as reliable or accountable and there will be no opportunity to build trust.
3. Acknowledgement and recognition are crucial.
Have you ever watched what happens when a person is recognized for some action they took? A noticeable transformation occurs—a slight adjustment in posture, a genuine smile, and a visible boost in self-confidence. Sadly, leaders and colleagues frequently neglect to demonstrate adequate appreciation and recognition toward each other in the workplace.
Simply saying “thank you” or “great job” and offering praise for specific work the people on your team perform goes a long way to increase morale with your people. These words demonstrate that you, as the leader, know and recognize what your team is doing. The critical part of this action is relating their actions to the impact on others, including colleagues and customers. Leaders and colleagues not only need to do this personally, but also do this publicly in the organization and submit people for awards and recognition. These actions communicate the person’s value and impact while demonstrating your awareness and appreciation as a leader.
4. Listen and engage.
Leaders can gather suggestions or ideas on specific topics and find opportunities to implement some of these. This is one of the simplest ways to create credibility with employees. Employees often see inefficiencies in processes that leaders do not. When a leader accepts and implements an employee’s suggestion, this can create positive reverberations throughout the organization. It conveys not only that leadership is open to different approaches but also that leadership sees value in employees.
5. Care and respect each other.
When colleagues and leaders convey that they care and respect the employees, they receive care and respect in return. Leaders, do not delegate your authority to the Human Resources (department or to other leaders. When leaders think that employees are the responsibility of HR or other leaders, employees believe that the leader and the organization do not care for or respect them. There are, of course, certain matters that HR does have responsibility for, but engaging, investing, and caring for the employees as people is the job of the leaders. When employees, managers, and leaders feel undervalued, unappreciated, and unheard, they feel invisible and that they don’t matter. This will translate into how they show up for work and this will affect the organization’s bottom line.
A Robert Half study found that nearly half (48%) of employees in the workforce today feel undervalued. However, employees who feel valued and recognized are, according to Gallup, 69 percent less likely to look for another job, 71 percent less likely to report burnout, and 5 times more likely to say their place is the best place to work and recruit others. Employees become visible when they are acknowledged and seen by their leaders and organizations.
Employees, managers, and leaders are people, and as such, we are all human beings. At our very core, we need to matter. Feeling we matter to one another is one giant leap toward combating managerial invisibility in the workplace.
Sources:
Relational leadership and management authority Cheryl L. Mason, J.D. is a TEDx speaker, author and CEO and Chief Catalyst of Catalyst Leadership Management—a firm helping CEOs, senior leaders, companies and teams lead with authenticity and empathy while leveraging strategy, analytics, vision and change management to realize record-breaking results. As the fourth Presidentially-appointed, Senate-confirmed—and the first woman and military spouse—to serve as the CEO /Chairman of the VA Board of Veterans' Appeals, The Honorable Cheryl L. Mason has a proven track record of leading with an impactful morale-boosting, trust-based, people-centric approach. Mason also authored the acclaimed book “Dare to Relate: Leading with a Fierce Heart” centered on cultivating strong workforce relationships, She can be reached online at www.catalystleadershipmgmt.com.
