Over a decade in various leadership roles, I have observed different groups of employees, each following a similar pattern. First, there are the outspoken and opportunistic individuals who know how to make themselves visible. Second, there is the low-profile group who work hard and prefer to mind their own business; if they become dissatisfied, they quietly move on. Finally, there are those who seem disengaged, unconcerned with what happens in the organisation.
In my experience, finding the right talent is an art. Talent, like an iceberg, often conceals its true potential beneath the surface. Much of what truly defines talent lies in quiet persistence and dedication, which goes largely unnoticed. However, this hidden talent can be transformative when carefully uncovered and nurtured. To find it, leaders must be observant and avoid being swayed by the loudest voices or those who seek attention.
The Hidden Depths of Talent
Just as an iceberg reveals only a fraction of itself above water, real talent often lies below the surface. From my experience, the individuals who are less vocal and don’t chase the limelight often possess the most authentic potential. These individuals, typically introverts, focus on their tasks with quiet dedication and integrity, staying out of office politics and avoiding controversy. Instead, they let their work speak for them.
To recognise these hidden talents, leaders need to “dive deeper” into the organisation, adopting a more observational and empathetic leadership style, as Hemingway advised by “listening to the surroundings.” True talent often resides in individuals who don’t immediately stand out but work diligently behind the scenes. Unfortunately, their contributions are frequently undervalued.
Beyond the Surface
Extroverted personalities tend to catch our attention – they’re the ones who engage openly, network confidently and make their presence known. While some extroverts undoubtedly add value to the organisation, focusing solely on them risks overlooking the more reserved individuals. Introverts bring a different, and often critical, energy to the table. Though they may not readily share their ideas, their thoughts are usually deep, well-reasoned, and frequently innovative.
Introverts tend to approach challenges thoughtfully, offering depth and insight that might be missed in the drive for visibility. If given the chance, these quiet workers – the “icebergs” – can often outperform others and produce exceptional results. However, to unlock this potential, leaders must foster an environment that actively encourages these individuals to step forward.
I fondly remember my younger days, brimming with ideas but mostly reserved, lacking the confidence and opportunity to express them. I was fortunate to have mentors who guided me and encouraged me to channel my ideas – a gradual learning process. Later, a leader recognised my talent and gave me the opportunity I needed to grow. The rest is history, and I am forever grateful.
Keys to Unlocking Potential
Recognising hidden talent is only the first step. Empowerment and enablement are essential to bringing out the best in these individuals. This involves providing the right opportunities, tools, and support that allow them to excel. Introverts, especially, thrive when they feel valued for their unique strengths. Unlike those who self-promote, introverts often need encouragement to believe in their own capabilities.
Leaders who invest in mentoring and enabling these individuals will witness substantial growth in their talent pool. By fostering a safe, inclusive environment that celebrates introspection, leaders can help these reserved individuals gain confidence and assume significant roles. This not only boosts individual productivity but also strengthens the entire organisation, as these often-overlooked talents bring new perspectives and innovative solutions.
Talents as Change Agents
Interestingly, hidden talents often align with the “innovators” in the diffusion of innovation theory. These are the individuals who question the status quo and offer fresh ideas. When empowered, they can lead transformative changes, driving the organization toward new possibilities. Like in the bell curve, these innovators may initially be in the minority, but their influence has the power to shape organisational culture.
When we focus on talents beneath the surface, we adopt a more inclusive approach to innovation. By valuing and empowering these “icebergs,” we cultivate a team of trailblazers poised to lead the organisation into the future. This thoughtful, deliberate approach to talent recognition and development ensures not only growth but also resilience and sustainability.
During my tenure as Vice Chancellor at Universiti Malaysia Kelantan (UMK), a group of talented young colleagues – those quiet, dedicated individuals – were instrumental in transforming UMK into one of the country’s leading institutions. Their contributions proved that, when nurtured, hidden talents are indeed capable of creating lasting impact.
Conclusion
Talents are like icebergs – only a small portion is visible, while real potential lies hidden beneath the surface. As leaders, we are responsible for looking beyond the obvious and recognising the quiet but hardworking individuals who bring genuine value. By diving deeper, observing, and listening, we can identify these reserved talents and support them as they flourish.
Through empowerment and enablement, we unlock their potential, transforming them into future leaders. In doing so, we embrace a more inclusive view of talent that values both the visible and the hidden. Ultimately, it is this collective strength, shaped by diverse perspectives, that drives lasting innovation and change.
