Managing The Invisibles By David Zweig

Article Review
Managing the “Invisibles”

In this recent Harvard Business Review article issued in May 2014, author David Zweig emphasised that companies may be missing the factors when it comes on to retain some of their most valuable staff/employees they are what he calls the "Invisibles."
Invisibles as the names suggest are those employees who are extremely talented, capable and committed towards their work, they are those who avoid being in the spotlight and are there in their organization to deliver their best and don’t seek any fame or recognition. The contributions these “invisibles” make towards their team, their company tends to improve the work of all those around them they set an example for the group and increase the output and
They are ambivalent when it comes to recognition
2. They are meticulous and particular about their craft
3. They Enjoy responsibility at work
The author also highlights various ways to find them (invisibles) you can tell them apart by their language. They use "we" and not "I" and they strongly identify with being a part of the team.
Invisibles are those employees in an organization who we would call a "Specialist" in terms of their work, personality, profile and overall conduct. Invisibles are also characterized by being very meticulous as they check and double-check their work, steady and reliable. These invisibles are like the foundation and building block of a good team. They tend to be less people oriented, very team oriented and not competitive. They focus more on how to do the task rather than who will do the task.
These Invisibles make a sizeable chunk in the workforce and keeping this group happy is crucial. As any turnover by this group can be challenging for managers and it is because of their behaviour as whole in the team, they don't respond/react to standard types of recognition like praise, incentives, pay hikes and/or promotions.
Further the Author provides two important pieces of advice for managing such quiet performers in every team and
The manager should see to it that these “Invisibles” get what is theirs rightfully. A manager should not think that an invisible would be happy with fame or recognition. An individual for who fame is not important then compensation by the means of money is most important for them.
2. Make their work interesting.
They care about the work, the challenge to developing their art and craft to handle the task. Find ways to encourage these invisibles in their pursuit. Make their work interesting by increasing its intrinsic value.
Also note that one of the most important concepts for motivating and coaching “invisibles” or any individual for that matter the key is to understand what makes them tick. What gets them going, up and ready for the task; many managers wish to treat employees the way they themselves want to be treated. This approach is based on a simple logic that is “if it works for me so it should work for others (employees)”. So the Golden Rule is “Do unto others as you would have them do unto you.”
But in real implementation a more successful strategy comes into play that is “Do unto others as they would have you do unto them.” In simple words we can say that, understand how the employees/invisibles want to be treated and treat them in that way.
Some more tips and highlights recommend for managing such