In many organizations, visibility is rewarded. Not consciously — but often systematically. The person who attends the most meetings, speaks the most, and is seen by the manager tends to receive better pay reviews, more interesting assignments, and greater opportunities to advance.
The person who delivers quietly, consistently, without actively selling themselves — that person risks being overlooked.
Why it tends to happen
It is cognitively easier to reward what you see than what you have to actively seek out. Presence is immediate. Performance requires assessment.
Add to that the fact that many organizations lack structured methods for measuring performance. When that is missing, presence tends to fill the gap. It is rarely an active choice on anyone's part — but it shapes the culture regardless.
What it can cost
In my experience, this is one of the most common reasons self-directed high performers leave. They rarely fight for their pay. They make their own assessment and leave when they realize that visibility is valued more than what they actually achieve.
It also affects the broader culture. If everyone perceives that visibility is rewarded more than performance, behavior tends to adapt accordingly. People optimize to be seen, not to deliver.
Some ways to build a fairer system
Define what performance means concretely and measurably for each role. Not generic competencies — but actual deliverables and results.
Structure follow-up so that the manager actively seeks information about performance, rather than only receiving what is presented.
Kalibrera lönesättning och befordringsbeslut med fler ögon. En enskild chefs bedömning är alltid subjektiv till viss del. Flera perspektiv minskar risken för systematiska blinda fläckar.
If you have thoughts, questions, or simply want to talk something through — feel free to get in touch. I am happy to have an initial conversation with no agenda.
Right person. Right place. Everything changes.