The Unseen Work of Leaders, From Listening to Inspiring

"Do you notice the person in the office who remembers birthdays, welcomes new hires, or organizes the client dinner? That's invisible work, and while it's often overlooked, it's one of the critical drivers of culture, trust, and performance. Invisible work isn't just "being nice" or "going the extra mile." It's the behind-the-scenes efforts from informal mentorship to problem-solving that help others feel valued and allow organizations to thrive."

"They put together team celebrations, resolve conflicts, are inclusive, and complete the admin tasks that never make it on a job description-jokingly referred to as "other duties as assigned." When leaders overlook this work, they miss an opportunity to drive greater engagement and culturally set the tone for the team. When it's acknowledged, trust builds, commitment strengthens, and better results follow."

"In their book Invisible Labor: Hidden Work in the Contemporary World, professors Marion Crain, Miriam Cherry, and Winifred Poster define invisible work within places of formal employment as "activities that occur within the context of paid employment that workers perform in response to requirements, either implicit or explicit, from employers and that are crucial to the worker to generate income, to obtain or retain their jobs, and to further their careers, yet are often overlooked, ignored and or devalued by employers, consumers, workers...""

Invisible work comprises behind-the-scenes activities that sustain culture, trust, and performance, such as mentorship, problem-solving, organizing celebrations, resolving conflicts, inclusion efforts, and administrative tasks. These activities often go unrecognized yet directly affect employees' sense of value and belonging. When leaders acknowledge and support invisible work, trust increases, commitment deepens, and organizational results improve. Invisible work also underpins psychological safety, enabling employees to contribute, take risks, learn from mistakes, and speak up. Many such activities respond to implicit or explicit employer requirements that are crucial for income, job retention, and career advancement but are frequently devalued.

Read at Psychology Today