The Importance of Mattering
We all want to have a sense of purpose and meaning; a sense that we matter.
Mattering has become such a significant universal lifespan construct that following research into it, Martin Seligman has, in Tomorrowmind, altered the M for Meaning (i.e., “belonging to and serving something that you believe is bigger than oneself”[1]) in PERMA (i.e., the five pillars of well-being – Positive Emotion, Engagement, Meaning, Positive Relationships and Accomplishment) to now constitute Mattering which is viewed as a more actionable constituent[2].
What is Mattering?
Mattering is present in the person, interpersonal and occupational domains. It is transactional and reciprocal in nature in that it involves both a donor and a recipient.
At its core, mattering is “the personal sense of feeling significant and valued by other people.”[3] It is a sense “of the difference one makes in the world;”[4] a sense of being visible and heard and that without this “sense of personal significance, human connectedness and social acceptance”[5] there will be an inability to flourish. For example, when depressed there is often a sense of lack of purpose and mattering (i.e., anti-mattering) which drains one of energy and the ability to actively engage with the world.[6] We don’t matter, so why bother! Developing a sense of mattering, and enhancing well-being, thus becomes vital in protecting against the dark side of this type of vulnerability.
Well-being and Mattering
Well-being is a subjective evaluated state linked to levels of satisfaction and perceived happiness. Well-being and mattering are inextricably linked, encountered in multiple domains in life and mediated by cultural differentials e.g., collective vs individualistic societies. Research suggests the following constructs embody the nexus[7]:
Relational
This broadly embodies a sense of closeness and belonging with people and the environment, and is facilitated by communication, interaction, and caring behaviour.
Belonging – Belonging is a core human desire alongside meaning and purpose. Brené Brown defined this as “…the spiritual practice of believing in and belonging to yourself so deeply that you can share your most authentic self with the world and find sacredness in both being a part of something and standing alone in the wilderness. True belonging doesn’t require you to change who you are; it requires you to be who you are.”[8] She went on to say in Atlas of the Heart that belonging “is a practice that requires us to be vulnerable, get uncomfortable, and learn how to be present with people without sacrificing who we are.”[9] If we sacrifice who we are, we are fitting in not belonging!
Secure Attachment – For example, a basic relational need in young children is attachment to parents.
Adding Value
Autonomy – There is a sense of empowerment when an individual believes they have a choice; that their actions are volitional. Research distinguishes autonomy and independence with the latter being a person’s preference to work alone[10]. “People who are autonomous have the ability to choose to work alone or to depend on others and will still get an internal feeling of drive from the act of participating in activities.”[11] Individuals who perceive themselves as autonomous have a greater sense of ownership and empowerment within their roles and are thus much more likely to be engaged and productive.
Self-determination – In Self-Determination Theory, intrinsic motivation (i.e., the pursuit of something for internal reasons rather than being driven by reward) is the key ingredient for psychological well-being.[12]
Self-efficacy – i.e., the individual’s belief and confidence in their ability to achieve a goal.
Resilience and Mattering
In the VUCA (i.e. Volatile, Uncertain, Complex and Ambiguous) world in which we live, mattering is also viewed as a vital contributor to adaptability and resilience.[13]
When we have a sense of mattering, we are better able to rise to the challenges we face at the individual and organisational levels. We are better able to problem solve. We are better able to embrace change as a constant and unpredictable environmental feature. Engaging positively with change is not only a motivator but allows for growth which is a key driver in mental strength.[14]
As mentioned above, the absence of mattering however creates greater vulnerability, risk and inability to rise to the challenge.[15] That’s when things can fall apart.
Can Mattering be Developed?
Fortunately, a sense of mattering is modifiable. It can be developed and is viewed as a significant element of positive growth development.[16]
In the organisational context, this is particularly necessary to weather the frequency of role changes that have and will be required during AI Ascendancy.[17] Rebecca Goldstein has explained mattering in classic terms[18]:
Arête – “the achievement of excellence in one’s actions”; the quality of one’s character realised in action, in the pursuit of truth, beauty and goodness. The practice of good conduct and high standards, as opposed to perfectionism, not only fosters growth but is also a source of sustainable self-esteem.[19]. Arête then, is a subjective sense of mattering achievable with patience, experience and effort.
Kleos – “the renoun and glory earned through one’s excellence in action.” – this is external to the self, requiring recognition by third parties. · This is where the transactional element of mattering comes to the fore. It is where organisational and individual recognition can play a crucial role in fostering and developing mattering - this is explored further below.
Ways to Develop or Support a Sense of Mattering
The following are not exhaustive:
Look for genuine and meaningful opportunities to matter e.g., help a neighbour, engage in activities with others i.e., attend or start your own group e.g., book club, walking or running groups
Volunteer in a space that resonates with your values
Donate to a charity of your choice
Contribute in some positive way in your community
For Employees:
Practice your Arête.
Become more visible; raise your profile in accordance with your values
Attend 1:1’s regularly – they are an opportunity to open dialogue
Keep your projects and pipeline flowing
Focus on and address the details. Be aware of but don’t only focus on the Big Picture.
Be the type of colleague you would want to work with
If a colleague is overwhelmed, can you assist? When we create supportive and harmonious environments, individuals feel valued and respected by their colleagues.[20]
Let a colleague know you appreciate them
Build connections. Small things like genuinely smiling at colleagues and/or saying “good morning” make a huge difference. Mattering can take the form of connection with others in the workplace that improves engagement and contribution whilst attenuating burnout (i.e., “emotional exhaustion that accumulates when you’re overloaded”)[21] and/or boreout – yes, this is an actual term – (i.e., “the emotional deadening you feel when you’re under- stimulated).”[22]
For Company Leaders:
Prioritise and foster a sense of mattering. “By doing so, “leaders can create a more engaged, motivated, and fulfilled workforce that contributes positively to the organization’s success.”[23]. It also bodes well for employee morale, engagement, sense of belonging and retention. In addition to which, it builds resilience as employees are better armed to manage the uncertainties endemic to a VUCA world.
Create meaning – explain the project and the interconnectedness of the task the individual is performing – this can help an employee elucidate their sense of purpose and identify value in their work.
Create authentic accessible leadership. Build trust and connection. Use 1:1s, for example, to not only engage in clear and transparent dialogue, to review what went well and what didn’t but to also to identify an employee’s strengths and affirm the effort and the impact they are having.
Encourage creativity and innovation. Foster an environment where employees are encouraged to share their perspectives and ideas without the fear of rejection. Embracing an ideas culture is essential for navigation and survival in the VUCA world.
Identify, recognise and reward the employees who demonstrate mattering, potential[24], vision, clarity and agility. This allows employees to have a sense of the broader value of their contribution to the organisation.[25]
Identify development/growth opportunities for employees. Encourage employees to operate outside their usual functional areas as a way of developing their knowledge and experience. When engaged in this way, it can be a win:win for building agility.
Identify what matters to the employee e.g., compensation, mobility/WFH opportunities, increased challenge or stretch in assignments, autonomy, training and development.
Provide and develop coaching and mentoring programs. Mentoring programs foster connectivity and growth for the mentor and mentee. They are a form of what Adam Grant refers to as “scaffolding”.[26]
Foster a culture that allows mistakes. When we are encouraged to make mistakes, we end up making fewer of them.[27] They are essential teachers and motivators to keep learning. And, for people with a growth mindset, learning is a priority.[28]
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References
[1] Seligman, M PhD. (2011). Flourish. Atria paperback. Pg 17
[2] Rosen Kellerman, G., and Seligman, M. (2023). Tomorrowmind. Nicholas Breasley Publishing. Pg 97
[3] Flett, G. L. (2022). An Introduction, Review and Conceptual Analysis of Mattering as an Essential Construct and an Essential Way of Life. Journal of Psychoeducational Assessment. Vol. 40(1) 3–36 © The Author 2021.
[4] Rosen Kellerman, G., and Seligman, M. (2023). Pg 95.
[5] Flett, G. L. (2022).pg 4
[6] Rosen Kellerman, G., and Seligman, M. (2023).Pg 96
[7] Scarpia et al. (2021). Mattering Mediates between Fairness and Well-being. Frontiers in Psychology. Vol 12. Article 744.201.
[8] Brené Brown, Ph D, LMSW. (2017). Braving the Wilderness. Vermillion London. Pg 157
[9] Brené Brown Ph. D. (2021). Atlas of the Heart. Vermillion London. Pg 159
[10] Chowdry, R., and Khatumaria, R. (2022). A Review of Need Satisfaction: Autonomy, Competence and Relatedness Among Photographers. IAHRW International Journal of Social Sciences Review, 10(4), 519-521
[11] Ibid pg 519
[12] Rosen Kellerman, G., and Seligman, M. (2023). Pg 89
[13] Flett, G. L. (2022). Pg 5
[14] Morin, A. (2014). 13 Things Mentally Strong People Don’t Do. William Morrow. Pg 70
[15] Flett, G. L. (2022).Pg 5
[16] Ibid pg 6
[17] Rosen Kellerman, G., and Seligman, M. (2023).Pg 97
[18] Ibid pg 98
[19] Lebon T. (2022). 365 Ways to Be More Stoic. Ed: Kasey Pierce. John Murray Press. Pg 79. And, Grant, A. (2023).pg 73.
[20] Ellington, L.M. Mattering: Shaping Organizational Leadership Practices. International Journal of Adult Education and Technology Volume 14 • Issue 1
[21] Grant, A. (2023). Hidden Potential. W H Allen which is part of the Penguin Random House. Pg 90
[22] Ibid pg 90
[23] Ellington, L.M. Mattering: Shaping Organizational Leadership Practices. International Journal of Adult Education and Technology Volume 14 • Issue 1
[24] Leadership Skill for Retaining Employees According to Research by Bryan Robinson Ph.D. Nov 2022. – ‘Mattering’ Is The Top Leadership Skill For Retaining Employees, According To Research (forbes.com)
[25] Rosen Kellerman, G., and Seligman, M. (2023).Pg 98
[26] Grant, A. (2023).Pg 85
[27] [27] Grant, A. (2023).Pg 39
[28] Dweck, C. S. Dr (2006). Mindset. Constable & Robinson. Pg 18.