How Great Leaders Make Team Members Feel Like They Matter

"Being talked over, ignored, or dissed in a public setting such as a work meeting is an all too common phenomenon. Ego-driven, fear-based reactions aren't conducive to motivating employees to remain engaged, but rather foster a sense of rage. Digital meetings such as Zoom calls or Teams make awkward work interactions even worse. It's hard to read body language when you're seeing only half of the person talking."

"Mercurio explores topics such as loneliness (which he defines as the outcome of feeling you don't matter) and human connection through three fundamental, meaningful practices anyone can incorporate into their daily work life, which he calls the N.A.N. framework: Noticing: the practice of truly seeing and hearing others; Affirming: the practice of showing people how their unique gifts make a difference; and Needing: the practice of showing people how indispensable they are."

""Hurry and care cannot coexist," Mercurio adds. Taking a slow moment to acknowledge what people are doing right can help keep employees engaged. After all, you can't go the extra mile if emotional obstacles are in the way. Small, intentional moments can have an enormous impact. Leaders who invest in other people's well-being can leverage their potential well beyond the typical incentives of pay raises and monetary rewards."

Humans have an innate need to belong and experience purpose when their contributions feel meaningful. Feeling undervalued creates loneliness, disengagement, and can provoke anger. Digital meetings intensify miscommunication by obscuring nonverbal cues. Three practical leadership practices — noticing, affirming, and needing — create connection by seeing and hearing people, showing how unique gifts matter, and demonstrating indispensability. Slowing down to acknowledge strengths fosters trust and keeps employees engaged. Small, intentional moments of care have outsized effects. Investing in employee well-being taps intrinsic motivation and potential beyond financial incentives.

Read at Psychology Today