Mattering at work: The value of recognising our significance

Do you ever find yourself asking questions about your purpose and impact at work?
"Is my work making a difference?"
"Am I valued here?"
If so, you're not alone, as they point to a deep-seated human need – that of mattering.

 

What is Mattering?

While self-esteem focuses on how we view ourselves and belonging addresses our connection to a group, mattering helps us to be aware of our unique significance and the difference we make. It's the appreciation that our presence, contributions, and efforts are noticed and valued and would be missed if absent.

Using mattering at work confirms to employees that their specific skills, views, and efforts contribute meaningfully to their team, and ultimately their organisation's success. It provides reassurance for employees that they are not just a replaceable cog in the machine but a unique and essential contributor whose presence is valued.

 

The benefits of mattering at work to individuals

When employees feel they matter, various positive outcomes can follow:

• A boost to mental wellbeing: Employees who feel they matter experience lower rates of burnout, anxiety, and depression. The sense that their work has purpose can serve as a buffer against workplace stress.
• An increase in engagement: People who believe their contributions are significant may invest more energy, creativity, and dedication into their work.
• Greater resilience: An understanding of one's value helps us develop a firm foundation, which then helps our ability to weather workplace challenges and setbacks.
• Improved performance: Employees who feel they matter tend to take more initiative, pursue excellence, and persevere through any difficulties they encounter.
• Stronger workplace relationships: When individuals recognise each other's significance, two benefits can materialise – an improvement in team collaboration and a decline in workplace conflicts.

 

Tips for managers and colleagues to endorse mattering at work

Actions need to be applied consistently and authentically by both managers and peers if a sense of mattering is to be felt in the workplace.

Be specific with recognition
Rather than praising using generic phrases, highlight exactly how someone's work made a difference. For example:
"The way you handled that difficult customer situation yesterday not only saved the sale but also taught the team a valuable approach we can all use."

Seek out and use ideas
Actively request perspectives and then confirm how those contributions have shaped decisions. For example:
"Based on your suggestion about reorganising the stockroom, we've implemented a new system that's saving everyone time during stock checks."

Connect individual work to the larger purpose
Help employees see how their daily tasks directly contribute to the organisation's goal. For example:
"The care you take in preparing these packages ensures our products reach customers in perfect condition, which directly impacts our reputation for quality."

Check in regularly
Asking simple questions like "How are you feeling about your current responsibilities?" show that you're paying attention to someone's experience, not just their output.

 

4 approaches to cultivate a culture of mattering at work

1. Clear communication: share how team and individual work is contributing to outcomes and organisational objectives and results. Using concrete examples and data can help illustrate the impact.
2. Review recognition systems: ensure not just achievement is celebrated but that effort, growth and the unique value brought by individuals are recognised.
3. Inclusive decision-making: make sure that diverse voices are heard when making important decisions to show that differing perspectives matter.
4. Use storytelling: Regularly share stories that illustrate how individual and team contributions have had a positive effect on customers, colleagues, or for the organisation.

 

Questions to promote and evaluate mattering at work

Here are some questions that those in positions of leadership could use in regular check-ins to help employees reflect on their sense of mattering at work:

"What parts of your work do you feel make the biggest difference to our team, our customers and/or our organisation?"
"When do you feel most valued for your unique perspective or skills?"
"Are there times when you feel your contributions go unnoticed? How do you think we could address that?"
"How could your talents and interests be better utilised in our current plans?"
"Is there anything which would help illustrate the impact your daily work has on our larger goals?"

 

The ripple effect of mattering

Organisations that successfully develop a culture of mattering find that the benefits ripple outwards, improving both individual and organisational health. Employees who feel they matter approach their work with more enthusiasm, loyalty and help to drive innovation and excellence. This improved engagement can translate into improved results, stronger relationships between colleagues and customers, and a greater adaptability to change. A simultaneous side effect can be an enhanced reputation that not only helps the organisation to retain its best people but also to attract top talent from outside. Most importantly though, working for an organisation where people matter provides employees with a sense of purpose and fulfilment. This not only positively contributes to their personal wellbeing but also creates a more caring, purpose-driven organisation.