Trap: When CEOs Reward Visibility over Value, By Bosede Olusola-Obasa

Mind Your Character (Bosede Olusola-Obasa)

Visibility is a valid strategy when deployed by a value-driven professional; but it is a bad tool in the hands of a sycophant and hypocrite.

It worries me to note that the ‘value-adding guy’ in an organisations doesn’t think much of investing in intentional visibility that should add wings to his value delivery. His popular stance is: “Let my work speak for itself.” True, but little does he know that the CEO may only reward what is seen.

So, if you find yourself in a work atmosphere that rewards visibility over value, push for your value to be recognised, if you must. That said, let’s talk in depth about how this lopsided practice negatively affects businesses.

In many workplaces what gets noticed often gets rewarded. But when visibility is valued more than actual contribution, culture begins to shift in subtle but damaging ways.

First, employees start prioritising appearances over outcomes. Being seen in meetings, sending frequent updates, or staying late becomes more important than delivering meaningful results. Over time, productivity turns into performance theatre.

Second, it discourages deep work. High-value contributions critical thinking, problem-solving, innovation often happen quietly. When these efforts go unnoticed, people abandon them for more visible, less impactful activities.

Leaders must intentionally recognise outcomes, celebrate meaningful contributions, and create systems where value not visibility defines success.

Third, it weakens ownership. When recognition is tied to presence rather than performance, individuals feel less accountable for results. The question becomes, “Was I seen?” instead of “Did I deliver?”

Fourth, it breeds unhealthy competition. Employees compete for attention rather than collaborate for impact. This erodes trust and fragments team cohesion.

Fifth, it sidelines true contributors. Those who consistently deliver value without self-promotion may feel overlooked, leading to disengagement or eventual exit.

Finally, leadership credibility suffers. When rewards don’t align with real impact, trust in leadership decisions declines.

A strong corporate culture is built on substance, not show. Leaders must intentionally recognise outcomes, celebrate meaningful contributions, and create systems where value not visibility defines success.

Because what you reward doesn’t just get repeated, it defines what your organisation becomes.

I hope this helps.

Enjoy the rest of your week.