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I would recommend a change in perspective. Successful managers ensure that leadership knows what their team accomplishes, because it protects the team when downturns or reprioritization happens.
That’s not performance theater, but it is leadership.
To make it easier, ruthlessly assess the work your team is doing to decide what has the biggest impact on the business and advertise that.
Market what’s really worth advocating some acknowledgement for and otherwise just be humble and make sure the job gets done and gets done well. Being a good person with honorable integrity is a long game that karma will reward in the end. Don’t set goals for accolades set goals for outcomes and the accolades will come.
Some people are skillful at blowing their own horn, and that's just a constant in business. We always like to think the work speaks for itself, but that's only partly true. If your team is doing superior work, make sure you call attention to it. The work will have to stand on its own at some point, but doing what you can to assure it gets recognized is part of managing the team.
Not just you—it’s definitely a thing. I’ve found that visibility doesn’t have to mean showboating, though. Regularly looping in stakeholders with short, clear updates has helped me highlight progress without being performative. It’s more about intentional visibility than self-promotion.
Read the book humble brag and always be marketing. It’s the only way I know it sucks but it’s the only way.
On my previous team, people were routinely recognized. We were encouraged to be active on team and district level chats. My current team , gets the work done but crickets on the boards and zero recognition. .
Focus on outcomes, not input. Is there a case study you can draft that shows how your team solved a problem, challenged an idea proved to be effective? This is the kind of content Internal communications would love for the newsletter. If you use sharepoint, you might also have access to post wins and other content that is visible to the wider organization. Here’s what’s great about it. The “loudest voice” in the room was only heard (maybe). The person who celebrates their team and finds a way to inspire others, saves the day. And when you start seeing reactions to your posts or your team members names in that employee newsletter, rest assured that every other manager in most other departments will see it too. The even better part -- both you and the person you’re celebrating look great. I hope this helps. www.mikedoriacoaching.com
Ps. I meant to focus on outcomes, not output (not input)