When you picture a high performer, do you imagine the loudest voice in the room—the person dominating meetings, driving projects, and always being the first to speak up? The truth is, some of the most valuable high performers are the ones you hear from the least. They are the steady forces solving complex problems, elevating the team’s output, and driving results quietly without fanfare. Yet, because they don’t fit the stereotypical mold, they often go unnoticed—and worse, they’re often the first to leave.

The Problem With How We Define High Performance

Gallup research shows that employees who feel recognized are four times more likely to be engaged. Yet, recognition often defaults to the most visible contributors: the extroverted leaders, the outspoken collaborators, and those who seek the spotlight. But what about the team players whose contributions happen quietly in the background? High performance isn’t about who’s the loudest—it’s about who’s driving the most value.

The Bias Toward Visibility in Popular Culture

Look at Miranda Priestly in The Devil Wears Prada—all flash, demands, and attention-grabbing leadership. Meanwhile, the true engine of success was Andy, the overachieving assistant who made everything run smoothly from the shadows. In Parks and Recreation, it’s Leslie Knope who leads with passion, but it’s Ron Swanson’s stoic, behind-the-scenes competence that holds everything together. High performance isn’t about who commands the room but who truly moves the mission forward.

The Traits of Overlooked High Performers

Adam Grant’s research highlights that 'givers'—those who support others without seeking the spotlight—are often both the highest performers and the most overlooked. They’re the ones who share knowledge, uplift peers, and quietly remove roadblocks for the entire team’s success.

True high performance looks like:

• Consistency over charisma: Delivering results reliably without needing constant praise.

• Collaboration over competition: Helping teammates succeed rather than seeking individual glory.

• Impact over image: Prioritizing outcomes and effectiveness over self-promotion.

How Leaders Miss Their Quiet High Performers

Patrick Lencioni reminds us that teams suffer when leaders prioritize results without valuing behaviors like humility and teamwork. Traditional performance reviews, which often reward visibility and individual wins, are a common culprit. This approach ignores those whose impact is collective rather than personal.

Ask yourself:

• Who consistently solves problems without seeking recognition?

• Who mentors peers quietly and effectively?

• Who stays steady under pressure without needing applause?

How to Spotlight the Unseen High Performers

Simon Sinek says, “A team is not a group of people who work together. A team is a group of people who trust each other.” Building that trust requires recognizing contributions that often go unseen.

Here’s how leaders can start:

• Redefine Success: Shift from solely measuring output to also valuing contributions to team morale, collaboration, and problem-solving.

• Expand Recognition: Offer tailored recognition—some value public acknowledgment, while others prefer opportunities or personalized feedback.

• Engage Peers: Peer-to-peer recognition programs surface valuable contributions that managers may overlook.

What Happens When You Don’t Get It Right

Gallup reports that 52% of employees who leave say their departure was preventable. Often, it’s not about salary or title—it’s about feeling unseen. And when quiet high performers leave, they take their knowledge, relationships, and stabilizing influence with them.

The Takeaway for Leaders

The best leaders have the ability to see beyond the obvious. High performance isn’t about volume; it’s about value. The next time you evaluate your team, ask yourself: Who’s driving results without demanding attention? Who’s making the team better without making it about themselves?

Because if you don’t know who those people are, you’re probably overlooking your real MVPs.