Führung: „Die Anerkennung für meine Arbeit bekommt jemand über mir“ – Das Leid der stillen Schaffer

Sophie Schütze has been working in her job for more than seven years, and she is frustrated, but she often expresses her frustration quietly. However, she now wants to speak out about the lack of recognition for her work, which she believes hampers her enthusiasm and led her to the brink of dismissal. Her daily work at a government agency consists of organizing, prioritizing, scheduling appointments, conducting phone calls, checking document completeness, and arranging missing files.

Schütze insists on maintaining high-quality work and timely completion, but she is hesitant to share this with others. Her personal achievements go largely unnoticed, as she does not publish her name or her employer's name. She fears that her work may not be seen as exceptional, and she feels invisible due to her hierarchy. Introverted employees tend to work quietly and prefer not to stand out, often blending into the background.

They are often overlooked and undervalued in the workplace, as most companies prefer outgoing, social, or dominant individuals. Coaches like Katja Schwalbach advocate for recognizing and supporting introverted employees, helping them navigate the workplace more effectively. She argues that our economy favors those who can present themselves well, and this overlooks the silent, hard-working individuals.

Schwalbach believes that organizational structures need to change and that managers should better understand introverted employees. Introverts generate energy by working internally and recharging themselves, often concentrating more and being meticulous. Meetings and conversations drain their energy, so they prefer to work independently.

Some introverts may exhibit antisocial behavior, such as arriving punctually to avoid small talk, which may not reflect their social nature. They are empathetic and prefer quieter, more thoughtful conversations. To make introverted employees feel more comfortable, managers can start with small gestures such as providing clear meeting agendas in advance and giving them time to prepare.

Feedback and recognition should be given without the employee explicitly requesting it, as introverts often need subtle acknowledgment of their contributions.