Question: Do your employees feel like they matter?

The answer is more important than you think.

“Mattering” was coined by social psychologist Morris Rosenberg, and since its emergence in the 80’s, it’s evolved into an essential workplace concept. Mattering represents an individual's belief of their value and importance in their organizational culture. This sense of importance directly influences self esteem, productivity, and job satisfaction.

According to the Wall Street Journal, feelings of “anti-mattering” are beginning to sweep today’s workforce. This “chronic feeling of being insignificant, unheard, and invisible,” has resulted in outcomes like anxiety, depression, and even self destructive behavior.

It’s clear organizations should prioritize mattering for the health and wellbeing of their employees — but another selling point attracting leaders? Mattering affects a company’s bottom line.

A Cigna survey revealed the heavy financial toll of loneliness at work — a consequence of a lack of mattering — as more than $154 billion annually in stress-related absenteeism. However, when employees feel that they matter to their organization, they display higher job satisfaction, take up leadership positions, and are less likely to leave their jobs.

So, how can we foster a culture of mattering? The answer lies in bridging the gap between the individual, and an organization's broader strategic vision. When an individual can see their role's relevance to an organization’s larger goals, they uncover feelings of clarity, purpose, and drive within their work. Companies can also proactively involve employees in key decision making processes. Uplifting individual voices and contributions will reinforce the belief that employees are valued and respected within larger company dialogues.

As we strive to build a culture of mattering, it’s essential we’re observant of and counteractive to potential threats. Discrimination, unfair treatment, and impersonal layoffs can significantly erode an employee's sense of purpose. Maintaining fair and compassionate practices will be integral to nurturing this culture of personal value.

By prioritizing a sense of mattering among our employees, we can enhance job satisfaction and mental health while fostering a healthier, happier society. Because the benefits of mattering extend beyond the workplace — they spill into our communities and influence how we interact in our personal lives. If we can harness the power of mattering at work, we can inspire individuals to cultivate this sense of value in their relationships outside the office, too.

The evidence is clear — feelings of mattering can positively impact individuals' lives in and outside the office. It’s up to our leaders to recognize and prioritize this concept, integrating it into the identities and motivations of their organizations as a whole.

Read the full report: https://www.wsj.com/articles/the-power-of-mattering-at-work-11669910125

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