MATTERING – THE SECRET SAUCE OF THRIVING TEAMS. How feeling valued feeds engagement.

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Alan Eastwood in his book ‘Belonging’ talks about how when we as a species evolved, and we came down from the tree line and headed to the grassland, really, we shouldn’t have survived as a species because we were hairless, slow, noisy and with almost no self-defence weaponry built into us.

We were something that would not have survived were it not for our strong drive to be able to work well in teams or groups.

Our ability to share everything, to look out for each other, and work together is what has helped us to survive to this very day.  But not just to belong to a tribe/team/group/family – we need to know that what we contribute is for the betterment of everyone.

This is bigger than just belonging to a team and feeling the safety of that connection.  To be really engaged we need to know that others rely on what we contribute.  That is true belonging and referred to as mattering.  What we do has to matter.

This concept of mattering, academically defined as our feeling that we count and make a difference, has been explored across various disciplines, including social psychology, adolescent studies, education, and psychotherapy.  The research has consistently shown that a higher sense of mattering is associated with better mental health outcomes.

In the workplace, mattering is considered to have a significant impact on employees' experiences and outcomes.  Higher levels of mattering have been associated with lower burnout and higher engagement, with social support from the organisation, supervisors, and peers playing a crucial role. This suggests that mattering can be a significant protective factor against workplace stress, enhancing employee well-being, job satisfaction, performance and dramatically affect staff retention.

In organisational leadership, we recognise mattering for its profound impact on these individual dynamics.  Increasingly, we can see the ripple effect it has on the team performance, and the structure and mood of the team.

Gallup research continually tells us that disengaged team members (as many as one in four) will be actively disruptive to the team, and in a healthy pack or group, that member would be quicky spurned.  So, feedback is vital, of course, but not just corrective feedback.  Of far greater value is the feedback that lifts the team member to do better for the team.

What else can you as a leader foster the sense of mattering in your team, and ensure everyone is regarded and recognised?

I help teams and people work better together.  Book a call with me and we can explore how else we can lift mattering in the team and overcome the disharmony and disconnection.  Or share this blog with anyone you think may value it.