Stability hides the work that creates it
When a risk is avoided, a conflict is resolved early or an operation keeps running, there may be no dramatic event to point to. The contribution is real even when the visible result is simply that nothing broke.
The cost of rewarding only visible performance
If recognition follows only urgent wins, people learn to wait for a crisis before valuing competence. Long-term organisations also need people who notice weak signals, improve processes and protect trust.
Make invisible capacity legible
Problem-solving work becomes easier to recognise when it is documented: what was observed, which risk was reduced, which decision was made and what capacity was built for the next situation.