The Workplace Theatre of Performative Success

Workplace success is often framed as a balance between competence and visibility. The assumption is that those who work hard and contribute meaningfully will naturally rise. However, this proposition does not account for an often-overlooked factor: strategic management of perception. Some people do not just work—they curate an image of indispensability. Their success is not solely built on results, but on the ability to craft a narrative in which they appear to be at the centre of every achievement.

Recognition, after all, is not passively given; it is actively cultivated. In some workplaces, visibility often carries more weight than competence, leading some to focus more on presence than performance. They understand that career progression is not just about merit—it is about positioning. Their currency is visibility, and their strategy is a careful balance of participation, proximity, and perception.

In meetings, they are often the first to speak, not always to add value but to ensure their voice is registered. They align themselves with key decision makers, not necessarily through expertise but through strategic association, ensuring that they are present in the right conversations and seen by the right people. Their contributions may be surface level, but their ability to amplify their own involvement makes them appear indispensable.

Many workplaces, whether knowingly or unknowingly, reward such behaviour. The ability to ‘own the room’, to be seen as a key player, and to remain central to decision-making processes can sometimes eclipse the quiet, consistent work of those who drive real results. This dynamic can create an environment where performance is measured less by impact and more by visibility, where those who are the loudest about their contributions are rewarded over those who let their work speak for itself.

But there is a fundamental risk in this approach. While perception can be managed in the short term, long-term credibility is built on substance. Over time, patterns emerge. The over-promising without delivering, the relentless pursuit of credit, the performative exhaustion, all begins to wear thin. Colleagues recognise the gaps between narrative and reality. The praise, once freely given, becomes harder to come by. The spotlight that once seemed secure begins to waver.

The real danger is not just the professional performer; it is the workplace that rewards them. When visibility becomes the currency of success, organisations breed a culture where impression matters more than execution. The result? A workforce fluent in theatrics but deficient in impact. And here is a consideration: the higher someone rises in perception alone, the harder they fall when real competence is finally required.

But the most dangerous trap is not for the system, it is for the individual. Because once you start building your career on visibility rather than value, you are forever a hostage to the approval of the next audience. The hunger for recognition becomes insatiable, the need for applause relentless. And when the room stops clapping - as it always does - what is left? Not a legacy. No impact. Just the silence of someone who mastered perception but never built anything real.

?