In every organisation I have worked with, I have come across talented leaders who feel trapped in roles below the level of their capability and ambition.
These hidden leaders often go unnoticed, their potential untapped, as a result of the very traits that set them apart. Understanding why and what to do about it is essential for organisations who want to make the most of the valuable talent they have in their teams.
What makes a great leader?
Opinions differ about what makes a great leader, but through my leadership and coaching careers I have seen time and again the importance of three key traits:
Competence
It is the cornerstone of leadership - without competence, there's no credibility. Leaders with high competence inspire trust among their team members and stakeholders, as they make sound decisions based on a deep understanding of their domain. The specific definition of competence depends on stakeholder needs, but regardless of the context, competent leaders can support their teams effectively and navigate complex challenges.
Courage
A sense of inner strength, or courage, enables leaders to take calculated risks, make tough decisions, and challenge the status quo when necessary. Leaders with courage can navigate through uncertainty, stand up for their principles, and have difficult conversations when needed. Courage allows leaders to pursue their vision, driving innovation, fostering change, and inspiring their teams to push beyond their comfort zones.
Humility
Humility keeps leaders grounded and open to learning from others, allowing them to create a collaborative and inclusive team environment. Humble leaders are more likely to admit mistakes, give credit to others, and empower their team members, which creates a positive and psychologically safe work culture. Humility prevents arrogance and promotes a growth mindset, enabling leaders to create an environment where continuous improvement is standard.
Why exceptional talent is so often overlooked
When you look at what happens when the balance of these traits is uneven, the challenge of the Hidden Leader becomes clear. They are smart - both cognitively and emotionally - high in both humility and competence. It’s not that they lack courage; rather that individuals with high humility and competence need more courage than others to confidently speak up and share their opinions. It’s the paradox of their strengths - the very traits that make hidden leaders so valuable, also contribute to their obscurity.
Humility causes them to underestimate their own expertise and competence, causing them to doubt whether their ideas are worthy of being shared. With a strong inclination towards collaboration and valuing others’ opinions highly, they may hesitate to share disruptive or contradictory ideas. Essentially they (mistakenly) believe they are far more likely to be missing something rather than everyone else.
And even when they do suspect they have a valuable perspective that others have overlooked, they hesitate to push their ideas too strongly, careful to avoid the impression of self-promotion. They offer ideas cautiously where it may lead to disagreement or debate, not wanting to overstep or embarrass others.
This unique and specific challenge results in the hidden leader staying below the radar, often overshadowed by less capable but more assertive or self-promoting colleagues. They work diligently behind the scenes to fix issues, improve processes, and support others. But too often their valuable contribution doesn’t reach the organisational levels where it would have the biggest impact, leading to missed opportunities for all concerned.
Hidden Leaders may have progressed to roles where they manage others, but if this has happened without addressing their underlying lack of confidence, they are unlikely to thrive in the role. They may feel they don't deserve to be in the position, that success is due to luck rather than competence, and as a result struggle to stand in the place that's rightly theirs to take. They may defer to their team too much, creating frustration and confusion - or overcompensate for their insecurity by being too involved and inadvertently micromanaging, whilst only intending to help.
Regardless of their organisational position, there are certain traits all Hidden Leaders share:
Deep expertise and subject matter knowledge
Innovative thinkers, they are often the person others turn to for advice
Collaborative and consensus-driven approach
Preference for behind-the-scenes influence
Strong focus on talent development and mentoring and elevating the contribution of others.
In talent planning, Hidden Leaders’ capabilities may be overlooked, because they haven’t shared their ideas widely. Their innovative perspective may not be fully understood because they haven’t explained their thinking in the right circles. Their tendency to underestimate their own value may be mistaken for a lack of ambition, and in the worst case, their frustration with the status quo and others overlooking what seems obvious to them may be mistaken for disruptive and unhelpful behaviour.
Cultivating courage
When hidden leaders are supported to successfully cultivate courage, they shift to the centre of the diagram and become transformative forces within their organizations. They combine their deep competence and humility with the confidence to inspire, innovate, and drive change.
To unlock this untapped potential, organisations can support Hidden leaders by:
Offering mentorship and coaching to build confidence, helping them to recognise their differences as strengths rather than deficiencies
Encouraging the sharing of ideas and opinions, reframing speaking up as a way to contribute value rather than seeking personal credit
Embracing the idea that unique perspectives, even if not fully formed, can spark valuable discussions.
Fostering a culture that values diverse perspectives and healthy discussion - disagreement and debate can lead to better outcomes.
Providing opportunities for visibility and leadership
The cost of staying hidden
When Hidden Leaders remain in the shadows, either in non-management roles or management positions that don't fully utilise their potential, both the individual and the organisation suffer. The Hidden Leader knows they are out of place and will eventually become disillusioned, frustrated and disengaged - and ultimately leave. The organisation misses out on both their existing valuable contributions and the impact of the transformational leader they have the potential to become.
The business benefits of great leadership are widely recognised - studies have shown organisations with high levels of employee engagement are on average 21% more profitable and grow profits up to three times faster than their competitors. And the cost and risk associated with recruiting externally for senior positions is significant. But the greatest benefit of supporting Hidden Leaders to emerge and thrive is the long-term impact on culture. Great leaders grow more great leaders. As these gifted individuals rise through the organisational hierarchy, they create a culture where others can emerge and thrive, unlocking a wider pool of untapped talent within the workplace.
Conclusion
Hidden leaders represent an untapped resource within many organisations. By understanding their unique characteristics, the challenges they face, and the support they need, we can create environments where they can thrive. Encouraging Hidden Leaders to cultivate courage and step into their full potential is an investment in both their individual success and the success of the organisations they serve.
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