Visibility in the Distributed Workplace

The visibility trap describes the tendency to focus on being seen as successful rather than being successful. As social media becomes embedded in our culture, it can be easy to fall into this trap, even at work. People may spend more time projecting an image of productivity than actually driving meaningful results.

But, there’s another trap that’s just as dangerous—especially in distributed workplaces. We call it the anonymity trap. Let’s look at both:

When Visibility Becomes a Distraction

The visibility trap leads people to prioritize perception over progress. They might amplify minor wins, attach themselves to high-profile projects without contributing meaningfully, or adopt performative behaviors that look impressive but don’t move the needle.

It also undermines authenticity. In trying to appear constantly polished or successful, individuals may distort who they are. This isn’t just a personal problem—it’s a leadership issue. People may be rewarded for looking busy or influential rather than being genuinely impactful. And that skews how teams function, how careers advance, and how real value gets created.

The Other Extreme: The Anonymity Trap

In remote and hybrid work, the default state shifts from “visible by default” to “invisible by default.” Some people see this as an opportunity to quietly get work done. But left unchecked, that invisibility can turn into a career liability.

When you fall into the anonymity trap, you stop being known—not for lack of contribution, but because your work isn’t seen. You avoid updates, stay quiet in meetings, and drift further from the conversations that drive relevance and influence. Your work may be solid, even excellent—but if no one sees it, it doesn’t shape the bigger picture.

Just as the visibility trap leads to being known for the wrong reasons, the anonymity trap means not being known at all.

So What’s the Fix?

To avoid both traps, the goal isn’t to maximize visibility—it’s to be visible for doing the things that matter.

That starts with clarity:

• Know what matters: Tie your work to meaningful outcomes.

• Work with others to make it happen: Visibility is magnified when you’re part of a movement, not a solo act.

• Be relevant for doing it: Let your work—and your impact—speak for itself.

If you’re a manager or leader, your role is critical here. Don’t just listen for the loudest voices. Pay attention to the people walking the walk, not just talking the talk. Create space for authentic contributions to rise, and recognize value wherever it’s created—not just where it’s performed.

Practical Steps to Find the Balance

Here are a few ways to avoid both traps and build the right kind of visibility:

• Use daily or weekly check-ins (live or asynchronous): Not to monitor, but to help people surface progress, roadblocks, and learning.

• Tie visibility to outcomes: Encourage updates that highlight results and impact, not just busyness.

• Model relevance over performance: Leaders should highlight stories of substance, not just style.

• Encourage collaborative wins: When teams succeed together, individual contributions naturally become more visible.

• Challenge your own behavior: If you tend to promote everything you do, ask whether it matters. If you tend to keep your head down, ask whether your work is known by the people it affects.