The Power of Mattering at Work

Mattering—a mainstay concept in the fields of psychology and sociology for more than 40 years—is the experience of feeling significant to those around us because we feel valued and know that we add value. It is a primal need. When people know that they matter at work, they thrive. Mattering enhances self-esteem (“I’m worthy”) and self-efficacy (“I’m capable”) and strengthens motivation, well-being, and performance. This is critical for organizations to recognize: Employees who believe they matter report greater satisfaction, are more likely to be promoted, and are less likely to leave.

The concept is different than ‘belonging’.  Belonging is feeling welcomed and accepted in a group, whereas mattering is feeling significant to the group’s individual members. Mattering is an even more fundamental need than belonging.

Today polls show that 30% of people report feeling invisible at work, 65% feel underappreciated, and close to 82% of workers feel lonely. These trends persist despite investments in new engagement surveys and platforms, well-being programs, better hiring and retention initiatives, increased wages, and DEI initiatives. That’s because mattering doesn’t result from pay, policies, or perks.  The author research with his team found that creating a sense of mattering happens most fundamentally in the course of daily interpersonal interactions.

To be clear, creating a culture of mattering through individual interactions is not a substitute for paying livable wages, providing predictable schedules, and giving access to basic healthcare. But people are unlikely to feel they matter unless they experience an individualized approach.

The first and most important step in cultivating a sense of mattering is to truly notice people. Noticing requires two skill sets: seeing people, which means acknowledging them and paying attention to the details, ebbs, and flows of their life and work; and hearing people, which means demonstrating a real interest in the meaning and feelings behind their words and inviting them to share their experiences, perspectives, and feedback within a climate of psychological safety so that they feel comfortable doing so.  We tend to think that seeing others comes naturally, but in today’s rushed work world, that’s far from the case. To notice others, try the following:  Make time and space.  Pay deep attention.  Listen for total meaning.  Respond compassionately.  Follow up.  

Once you fully see and hear people, you can affirm them meaningfully by showing them how they make a singular impact. Affirmation is not just thanking them for what they’ve done or who they are; it’s about showing them their uniqueness. You can also help them see how they’re needed by giving them evidence that people rely on them and that their efforts are indispensable.  Show people their unique gifts.  Tell stories of significance.  And show people how they’re indispensable.

How to scale the skills to cultivate mattering?  Set the right intention and increase motivation.  Develop and practice the right skills.  Measure mattering.  And optimize the environment.

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