I have come across Hidden Leaders in every organisation I have ever worked for. These gifted individuals are caught in a dilemma - what makes them brilliant is also what prevents them from progressing in their career.
Concern for the group above themselves leads them to put their own need for recognition behind whatever the team need to move forward. They instinctively work to fix issues, close gaps and support their peers, motivated by a desire to contribute and the belief that recognition will follow at the right time.
When they are passed over for promotion, their humility causes them to question their contribution and try to figure out how they can do more. When their innovative thinking causes them to question the status quo, they tend to tell themselves they must be missing something that would be clearer to them if they were in a more senior role.
In reality, the Hidden Leaders are flying under the radar of their managers, who often aren’t close enough to the detail of the work to appreciate the issues that are being managed and proactively resolved by these ‘secret weapons’. From a distance, the Hidden Leader looks like a fantastic supporting player, happy in their role and with no ambition to do more. This couldn’t be further from the truth.
The same traits that are keeping them hidden are the ones that allow them to bring out the best in others and make them incredibly effective in senior leadership positions. They are instinctively drawn to bigger roles, where deep down they know they could make a significant positive difference.
If you’ve got people in your organisation who you think of as excellent supporting cast members, you might want to think more carefully about helping them into a leading role. There is a very good chance that they will be brilliant at it.
If you would like help to find and grow the Hidden Leaders in your organisation, or if you are interested in joining a community of brilliant leaders who are stepping into the limelight together, let’s talk.
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