Why Doing Excellent Work Doesn’t Guarantee Growth

Last month, Rehana, a Director at a well-known IT company in San Jose, started coaching with me. She had been in her role for three years. Even though she was smart and always delivered results early, she wasn’t getting the important projects and responsibilities she deserved. The reason? Rehana did the work, but it wasn’t visible to the right people.

​Yesterday, I spoke with Rohit, a senior marketing professional from Mumbai, India, who lost his job during a company downsizing. Four months have passed, and he’s still looking for work. He’s sent his resume to recruiters and attended a few interviews, but he hasn’t heard back. Why is it so hard for someone as talented as Rohit to find a job? Because no one in the market knows him.

​Many professionals I coach have faced this problem. They often work harder than their American colleagues, but their efforts go unnoticed. When it’s time for promotions or important projects, many South Asians are passed over. This leads to frustration, and people start blaming the company, the boss, or the culture. Some decide to switch jobs, but that’s usually a mistake. If your behavior doesn’t change, you’ll likely be passed over for promotion at the next job too.

South Asians often work hard but don’t promote themselves enough. I work with CEOs around the world, and I’ve noticed that leaders see things differently. At the top, decisions about promotions and bigger responsibilities depend on three main factors.

• Who is saying good things about you when you’re not there?

• Do decision-makers clearly understand the impact you make?

• How confident are you in your judgment, presence, and big-picture thinking?

You might be wondering, ‘Payal, what about my talent and skills?’ Here’s the truth: talent is everywhere and cheaper than table salt these days. Skills can be learned, and everyone is working on theirs.

​When you’re moving into a mid-management role, skills matter most. But once you’re there, everything changes. At that level, it’s more about who you are and how well others know your work.

​Most people avoid talking about their work. They think that if they work hard and stay with the company for years, management and colleagues will notice. Unfortunately, that’s not how the business world works.

​Every day, I coach leaders from around the world. I see many of them feel stuck and frustrated when someone else gets a project or promotion, even though they’ve worked hard. They feel invisible because their efforts aren’t shared with upper management.

​Gone are the days when you could work heads-down at the company and your work would speak for you. That doesn’t mean hard work is optional — visibility without substance backfires.

​Being visible at work, in your company, and in the market is essential. You need to make sure people know about your work and talk about it clearly, without sounding boastful.

My friend, it takes more than doing your job correctly and working hard to get a promotion or bigger, better projects. Doing your job well is essential — but it is no longer sufficient. High performers are often seen as reliable assets rather than future leaders.

Management thinks:When you are good at your job and work hard, the people in a position to promote you think, “He/she is a great asset; we are so lucky to have such a good employee.” They don’t think, “We should move him/her to the next level.”

Performance and recognition are not the same. Doing good work is necessary, but it’s not enough to be seen, heard, or remembered. You might relate to this if:

1. You’ve been in the same role for a few years without clear growth.

2. Others with less experience seem to be advancing faster.

3. You feel like your potential is larger than your current canvas.

If this sounds like you, you’re not stuck. You just need to find a way out. Visibility takes intention.

Here are some ways to start:

Use 1:1s to explain how outcomes were achieved — not just what was delivered.

Understand internal dynamics and decision-making flows.

Develop comfort speaking about impact without apology.

Volunteer for cross-functional or enterprise initiatives.

Speak selectively — but meaningfully — in senior forums.

Ask for stretch assignments instead of waiting to be noticed.

Explore the internal blocks (imposter syndrome, fear of self-promotion) that stop you from speaking up.

Be explicit about the kind of work and responsibility you want next.

In a large company, being visible takes intentional, proactive effort so leaders notice your work and achievements. Don’t count on luck for your growth. Luck can only help you if people know who you are.

As you head to work today, think about these questions:

“Who needs to know about the impact you’re having — and doesn’t?”

“Where are you showing up, but staying invisible?”

“What do you want to be known for?”

Your Good Friend and Coach

Payal Nanjiani

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This article was written by Payal Nanjiani for Sathee Magazine.