Zach Mercurio’s “The Power of Mattering” provides a research-backed framework to cultivate your leadership for addressing what he terms the “epidemic of insignificance” in modern workplaces. For leaders seeking to combat disengagement and turnover, this book offers practical tools that recognise a fundamental truth: the most impactful work often happens quietly, requiring intentional leadership to surface and amplify.
The Hidden Crisis in Plain Sight
Mercurio identifies a pervasive workplace challenge: employees increasingly report feeling overlooked, ignored, and underappreciated. This “hidden epidemic of insignificance” manifests in familiar symptoms—disengagement, turnover, and declining performance—but the underlying cause is more fundamental than most leaders recognise.
The timing of this book is particularly relevant. The World Health Organization estimates that 12 billion workdays are lost annually due to anxiety and depression, with one in four workers globally reporting burnout symptoms. Yet traditional engagement strategies often miss the deeper psychological need driving these statistics.
The Science of Significance
Mercurio’s research reveals that mattering is not merely a psychological preference but a survival instinct that evolves throughout our lives. As he notes, “The first thing we do as human beings is search to matter to someone enough to keep us alive.” This biological imperative translates into sophisticated workplace dynamics where employees seek validation that they are valued and that their contributions make a difference.
The book’s strength lies in its evidence-based approach. Drawing from hands-on work with hundreds of diverse teams and organizations, Mercurio demonstrates how mattering directly impacts performance, wellbeing, and organisational success, whilst “anti-mattering” leads to withdrawal, burnout, and toxic workplace behaviours.
The Notice-Affirm-Need Framework
Mercurio introduces a deceptively simple framework comprising three practices: Noticing (the practice of seeing and hearing others), Affirming (showing people how their unique gifts make a difference), and Needing (demonstrating how they’re relied upon and indispensable).
Noticing extends beyond basic recognition. As Mercurio explains, “I can know you, but not notice that you’re suffering.” True noticing requires deliberate attention to the ebbs and flows of people’s professional lives. One leader featured in the book maintained a notebook documenting team members’ personal details, reviewing it each Monday to check on specific concerns—a practice that yielded exceptional engagement.
Affirming moves beyond generic praise. Rather than offering standard “good job” feedback, effective leaders name specific perspectives and unique contributions, explaining precisely how these make a difference. This specificity helps employees understand their distinctive value proposition.
Needing addresses the fundamental human desire to feel indispensable. The book suggests that some of the most powerful words leaders can speak are: “If it wasn’t for you, this wouldn’t be possible.” This practice counters the pervasive fear of being replaceable that undermines engagement.
Practical Implementation
The framework’s appeal lies in its accessibility. These are not grand gestures or expensive programmes but small, intentional interactions that can be implemented immediately. One practical example involves leaders spending time on Friday afternoons noting personal details about team members’ lives, then following up on Monday mornings.
Strategic Implications
The book positions mattering not as a “nicety” but as a “necessity for a thriving organization.” This reframing shifts the conversation from employee satisfaction to business performance. Organizations implementing mattering practices report measurable improvements in retention, engagement, and performance.
While the book provides a solid foundation, leaders seeking to implement these practices at scale may require additional guidance on measurement and system integration.
An emerging opportunity lies in leveraging artificial intelligence to enhance the “noticing” component of Mercurio’s framework. AI systems could analyse communication patterns, project contributions, and collaboration data to surface quiet contributors who might otherwise remain invisible to busy leaders. Such technology could help identify employees who consistently support colleagues, prevent problems, or contribute valuable insights without seeking recognition—precisely the kind of impactful but understated work that traditional performance management systems often miss.
Wanna read more? Follow this link for an article on can AI fix performance management:
https://makegreatworkvisible.com/can-ai-fix-performance-management/
The Power of Mattering: How Leaders Can Create a Culture of Significance by Zach Mercurio is published by Harvard Business Review Press. https://www.zachmercurio.com/the-power-of-mattering/