Many leaders use their limited attention to develop underperformers or to try to reengage disengaged employees. As a result, they can unintentionally overlook high-performing employees. Studies show many high performers leave because they feel unnoticed and undervalued. There’s a word for the experience of feeling unseen and undervalued: Psychologists call it “anti-mattering.” When people experience anti-mattering, they withdraw, languish, and often leave. On the other hand,mattering is the experience of feeling significant to those around you, which comes from feeling valued and adding value. Experiencing mattering drives well-being, engagement, and performance. Research shows the experience of mattering happens through everyday interactions with leaders, not through programs or perks. There are three primary ways to optimize interactions so high performers see how they matter: notice them, affirm them, show them how they’re needed.
Managers often make a costly mistake in leaving high performers to perform at their maximum capacity without support, choosing to instead devote their time and attention to underperformers. In doing so, though, these high performers are often left feeling overlooked and neglected. Contrary to popular belief, high performers need just as much attention as underperformers — just not in the same way. Rather than being disregarded for their productivity, high performers need recognition and appreciation, opportunities for growth and challenge, clear pathways for advancement, autonomy and trust, and a feeling of purpose and belonging in the organization.
Sanjay K Mohindroo
Sanjay Mohindroo
Mathew Thomas
Danielle Braun