Staff development network
The reading this week is from The Power of Mattering at Work by Zach Mercurio (HBR, May–June 2025). It argues that the overlooked key to thriving workplaces is mattering, which is the experience of feeling valued and knowing you add value.
Rooted in decades of psychological research, mattering is distinct from belonging. Belonging is being accepted; mattering is being significant to others. When employees feel they matter, they are more engaged, motivated, and loyal, leading to higher performance, productivity, and retention.
Despite organisations investing in engagement platforms, DEI initiatives, and pay rises, these efforts often fail because mattering is cultivated through everyday interpersonal behaviours, not systems or perks.
Mercurio identifies three core leadership practices that promote mattering:
Seeing and Hearing Others
Leaders must notice and pay deep attention to individuals. This includes understanding not only what people say, but also their emotions and contexts. Simple changes, like asking meaningful questions, scheduling time for check-ins, and listening for total meaning, all help employees feel noticed.
Affirming Significance
Genuine affirmation shows individuals their unique strengths and how their contributions matter. It’s not about generic praise or perks, but tailored recognition of personal impact. Affirming feedback, especially when tied to performance conversations, builds trust and supports growth. Storytelling is a powerful method to affirm people’s downstream impact, even those far removed from end users.
Showing People They’re Needed
People feel indispensable when they understand how their tasks connect to larger goals. Mercurio cites NASA’s ladder to the moon as an example of visually linking every role to the broader mission. This clarity encourages purpose and pride.
To scale a culture of mattering for teachers, students and parents, organisations must integrate these practices into leadership development, reward systems, and everyday culture. Mercurio outlines a four-part framework: setting the right intention, practising interpersonal skills, measuring mattering through self and team assessments, and optimising the environment to make these behaviours feasible.
Happy coaching.
Kind regards
Mark
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Resources
First Principles of Teaching and Learning
Staff development network
Dr Mark Dowley
September 5th, 2025 · 2min read
Discerning Educational Myths From Facts
Staff development network
Dr Mark Dowley
August 27th, 2025 · 2min read
New Research on the Science of Learning
Staff development network
Dr Mark Dowley
August 21st, 2025 · 2min read
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