--- title: Do Your People Feel They Matter? description: Belonging is feeling part of a team. Mattering is knowing you make a difference. Here is how NZ leaders can build both at work. image: https://fronttier.co.nz/hubfs/Do%20Your%20People%20Feel%20They%20Matter.jpg --- [![FrontTier Logo White 1-2](https://fronttier.co.nz/hs-fs/hubfs/FrontTier%20Logo%20White%201-2.png?width=150&height=40&name=FrontTier%20Logo%20White%201-2.png "FrontTier Logo White 1-2")](https://fronttier.co.nz) - [About](https://fronttier.co.nz/about-us) About - [The Team](https://fronttier.co.nz/the-team) - [Contact Us](https://fronttier.co.nz/contact-us) - [Resources](https://fronttier.co.nz/resource-library) Resources - [Pathfinder Assistant](https://fronttier.co.nz/design-the-right-development-approach-for-your-team) - Courses Courses - In House In House - [Optimal](https://fronttier.co.nz/optimal-from-the-outset-build-high-performance-teams) - [Generational Leadership](https://fronttier.co.nz/generational-leadership) - [Cadence](https://fronttier.co.nz/cadence) - [Meet with Intent](https://fronttier.co.nz/meet-with-intent) - [Comms and Understanding](https://fronttier.co.nz/client-connection-and-communication-excellence) - 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[Knowledge](https://fronttier.co.nz/blog) [![](https://fronttier.co.nz/hs-fs/hubfs/FrontTier%20Logo%20Eggplant%201.png?width=202&height=40&name=FrontTier%20Logo%20Eggplant%201.png)](https://fronttier.co.nz) - [About](https://fronttier.co.nz/about-us) About - [The Team](https://fronttier.co.nz/the-team) - [Contact Us](https://fronttier.co.nz/contact-us) - [Resources](https://fronttier.co.nz/resource-library) Resources - [Pathfinder Assistant](https://fronttier.co.nz/design-the-right-development-approach-for-your-team) - Courses Courses - In House In House - [Optimal](https://fronttier.co.nz/optimal-from-the-outset-build-high-performance-teams) - [Generational Leadership](https://fronttier.co.nz/generational-leadership) - [Cadence](https://fronttier.co.nz/cadence) - [Meet with Intent](https://fronttier.co.nz/meet-with-intent) - [Comms and Understanding](https://fronttier.co.nz/client-connection-and-communication-excellence) - Live Online Live Online - [Critical Thinking Frameworks](https://fronttier.co.nz/critical-thinking-frameworks) - [Stronger Wellbeing (Understanding Wellbeing and Building Resilience)](https://fronttier.co.nz/stronger-wellbeing-understanding-wellbeing-and-building-resilience) - [Optimal Hour: Gaining More from Every Hour](https://fronttier.co.nz/optimal-hour-gaining-more-from-every-hour) - Courses for Lawyers Courses for Lawyers - In House In House - [Optimal for lawyers](https://fronttier.co.nz/optimal-from-the-outset-accelerating-early-career-impact) - [Generational Leadership for lawyers](https://fronttier.co.nz/generational-leadership) - [Cadence for Lawyers](https://fronttier.co.nz/cadence) - [Meet with Intent for Lawyers](https://fronttier.co.nz/meet-with-intent) - Online Online - [AI for Lawyers](https://fronttier.co.nz/ai-literacy-training-for-legal-professionals) - [Comms and Understanding for Lawyers](https://fronttier.co.nz/client-connection-and-communication-excellence) - [Testimonials](https://fronttier.co.nz/testimonials) - [Knowledge](https://fronttier.co.nz/blog) [Connect](https://fronttier.co.nz/contact-us) # Do Your People Feel They Matter? 28 Oct 2026 [Steven Colligan](https://fronttier.co.nz/blog/author/steven-colligan) ![A leader listening as a team member shares an idea in a meeting](https://fronttier.co.nz/hubfs/Do%20Your%20People%20Feel%20They%20Matter.jpg) We talk a lot about performance, engagement, retention and culture. We talk less about something that sits beneath all four: whether people feel they belong at work, and whether they believe their contribution matters. This year's theme for Mental Health Awareness Week (12 to 18 October) was Belonging Matters. Grounded in the whakataukī "Ko au ko koe, ko koe ko au" (I am you, and you are me), the Mental Health Foundation of New Zealand reminds us that when we create opportunities for people to belong, our communities and wellbeing grow stronger. From a psychological perspective, this is fundamental to how people function. As leaders, we sometimes underestimate just how much it influences the way people show up at work. People want to do a good job. They want to feel competent, to be treated fairly and to know their efforts make a difference. They also want to feel part of something, and to know that they are valued by the people they work with, not simply employed to perform a task. When that is missing, people can still be productive. They may meet their targets, attend meetings and do what is expected. But they are less likely to offer the extra idea, raise the uncomfortable issue, ask for help or invest in the success of the team beyond their own responsibilities. That is a significant loss for any organisation. ### ![What is the difference between belonging and mattering](https://fronttier.co.nz/hs-fs/hubfs/What%20is%20the%20difference%20between%20belonging%20and%20mattering.jpg?width=800&height=450&name=What%20is%20the%20difference%20between%20belonging%20and%20mattering.jpg) ### What is the difference between belonging and mattering? Belonging means feeling accepted as part of a group. Mattering goes further: it means knowing that your presence and contribution make a difference. Someone can belong to a team on paper without ever feeling that anyone notices their effort, values their view or would realise if they were struggling. They can be included in the meeting but never asked for their view. They can work hard without understanding whether their contribution is valued. Over time, these experiences shape how people feel about their work and the organisation they work for. When people feel that they matter, there is a stronger basis for trust, loyalty and commitment. They are more likely to contribute ideas, support colleagues, take ownership and make an effort beyond the minimum required. They have a reason to invest in the collective, rather than simply fulfil their individual obligations. This is not about making everyone feel good all the time. Nor does belonging mean avoiding challenge or difficult conversations. In healthy teams, people can disagree, hold one another accountable and have their work scrutinised without feeling that their place in the group is threatened. In fact, the ability to challenge one another respectfully is one of the signs that a team has built something meaningful. ![We are connected, but are we connecting](https://fronttier.co.nz/hs-fs/hubfs/We%20are%20connected%2c%20but%20are%20we%20connecting.jpg?width=800&height=450&name=We%20are%20connected%2c%20but%20are%20we%20connecting.jpg) ### We are connected, but are we connecting? Harvard researcher [Shawn Achor's](https://www.shawnachor.com/) work on positive psychology, and his book Big Potential, make an important point: our success is not simply a product of individual ability. It is also shaped by the people around us, and by the support, encouragement and opportunities we create for one another. His work challenges the assumption that the best way to succeed is to focus exclusively on our own performance. It is a useful perspective at a time when so much of our working and personal lives is conducted at speed, through screens and across digital platforms. We can message someone in seconds, attend back-to-back video meetings and remain constantly informed about what is happening around us. Yet none of this necessarily means we feel connected. Communication is not the same as connection, and being visible is not the same as being known. There is a real tension here for organisations. We want people to collaborate, share knowledge and support one another, but the pace and structure of work can leave little room for the relationships that make these things possible. We move quickly from one task to the next. Conversations become transactional. We assume that because people are communicating, they are working well together. Sometimes they are. Sometimes they are simply working alongside one another. The distinction matters, particularly when work becomes demanding, uncertainty increases or people need to have difficult conversations. Relationships built on trust and mutual respect are much more likely to withstand those pressures than relationships based only on getting the job done. ### Why does belonging at work matter now? Many people feel less connected to the communities, institutions and structures that once gave them a stronger sense of identity and security. There is considerable uncertainty, social division, information overload and pressure to keep up. Work cannot resolve all of this. But it can either add to people's sense of disconnection or provide an experience of being valued, respected and part of something worthwhile. For some people, the workplace is one of the few places where they regularly work towards a shared goal with others. That gives leaders an opportunity to create something important: not just a productive environment, but one in which people experience genuine connection and a sense of contribution. There is also a practical business consideration. People who feel overlooked, excluded or treated inconsistently have less reason to trust the organisation or invest in its success. Where people feel valued and supported, there is a stronger foundation for engagement, retention, learning and performance. Belonging will not compensate for poor management, unreasonable workloads or unfair pay. It cannot be created through a team-building exercise while everyday behaviours tell people something different. It has to be reflected in how the organisation actually operates. ![How can leaders help people feel they matter](https://fronttier.co.nz/hs-fs/hubfs/How%20can%20leaders%20help%20people%20feel%20they%20matter.jpg?width=800&height=450&name=How%20can%20leaders%20help%20people%20feel%20they%20matter.jpg) ### How can leaders help people feel they matter? The answer is not necessarily another programme or initiative. It starts with paying closer attention to the experience people have of us as leaders.  The answer is not necessarily another programme or initiative. It starts with paying closer attention to the experience people have of us as leaders. 1\. Take an interest in people beyond their output. Understand their strengths, what motivates them, what they are working towards and what support they need. This does not require becoming their friend or knowing every detail of their personal lives. It requires genuine interest in the person doing the work. 2\. Notice and acknowledge contribution. Do not reserve recognition for the most visible people or the biggest achievements. The colleague who shares their knowledge, supports someone under pressure or quietly prevents a problem is contributing to the team's performance too. It matters: FrontTier's Life in Law research found that almost half of lawyers do not feel their extra efforts are genuinely appreciated. Read more about the importance of appreciation in [Beyond the Billable Hour: The Importance of Appreciation.](https://fronttier.co.nz/blog/beyond-the-billable-hour-the-importance-of-appreciation) 3\. Pay attention to who gets heard. In meetings, whose views are sought? Who gets interrupted? Whose ideas receive attention? Are the same people always given opportunities, information and recognition? Leaders can unintentionally reinforce exclusion without ever intending to. Fairness needs to be experienced, not simply stated. 4\. Make time for real conversations. A quick message can be efficient, but it cannot always replace a conversation. Ask how things are going, listen to the answer and follow up. In a busy workplace, these moments can easily be pushed aside. They are often precisely what people need from their leaders. If you want to go further, read [When Communication Stops, Imagination Takes Over.](https://fronttier.co.nz/blog/when-communication-stops-imagination-takes-over) 5\. Build a team in which people take responsibility for one another. Belonging should not depend entirely on whether someone has a good relationship with their manager. Colleagues also need to share information, offer support, deal with tension directly and recognise one another's contributions. The leader's role is to model these behaviours and make them part of how the team works. None of this is particularly complicated. What makes it difficult is doing it consistently, especially when the pressure is on and the immediate demands of the business take over. ![A question worth asking ourselves](https://fronttier.co.nz/hs-fs/hubfs/A%20question%20worth%20asking%20ourselves.png?width=800&height=450&name=A%20question%20worth%20asking%20ourselves.png) ### A question worth asking ourselves  As leaders, we are rightly concerned with what people deliver. We measure results, set expectations and address underperformance. We should do all of those things. But I think we also need to ask ourselves a different question: What is it like to work with me, and do the people around me feel that they matter? Not what we say about our leadership. Not what our values statement promises. What do people actually experience in their interactions with us? Do they feel listened to? Can they raise a concern without being dismissed? Do they receive consistent and fair treatment? Do they know their contribution is valued? And when things get difficult, do they feel that they are part of a team that will work through the challenge together? These are not peripheral questions about workplace happiness. They go to the heart of how trust is built, how people respond to pressure and whether a group of capable individuals becomes a genuinely effective team. We cannot control all the uncertainty and disconnection in the world outside our organisations. We can, however, influence the experience people have at work. And perhaps one of the most valuable things a leader can do is make sure that, among the competing demands on people's time and attention, they do not lose sight of a basic human need: to know that they belong, that they are valued, and that what they do matters. ## Frequently asked questions **What is mattering at work?** Mattering at work is knowing that your presence and contribution make a difference to the people around you. It goes beyond feeling included. People who feel they matter are more likely to offer ideas, ask for help and invest in the success of the team. **Is belonging the same as engagement?** Not quite. Engagement describes how invested people are in their work. Belonging and mattering sit underneath it. Someone can attend meetings and meet targets while feeling unnoticed, which makes it much harder for them to commit beyond their own tasks. **Can a team-building day create belonging?** Not on its own. Belonging cannot be created through a team-building exercise while everyday behaviours tell people something different. It has to show up in how the organisation operates, from who gets heard to how fairly people are treated. **How can a leader tell whether people feel they matter?** Start by asking what it is like to work with you. Do people feel listened to, can they raise a concern without being dismissed, and is their treatment consistent and fair? Then ask them directly, listen to the answer and follow up.   ## Want a team where people know they matter? Book a meeting with Michelle today to discuss your requirements and discover how FrontTier can help you build the trust, connection and leadership habits that strengthen performance. [Book A meeting](https://fronttier.co.nz/contact-us)     ### Share: [Share on Facebook](http://www.facebook.com/share.php?u=https://fronttier.co.nz/blog/belonging-vs-mattering-at-work&utm_medium=social&utm_source=facebook) [Share on LinkedIn](http://www.linkedin.com/shareArticle?mini=true&url=https://fronttier.co.nz/blog/belonging-vs-mattering-at-work&utm_medium=social&utm_source=linkedin) [Share on X](https://twitter.com/intent/tweet?original_referer=https://fronttier.co.nz/blog/belonging-vs-mattering-at-work&utm_medium=social&utm_source=twitter&url=https://fronttier.co.nz/blog/belonging-vs-mattering-at-work&utm_medium=social&utm_source=twitter&source=tweetbutton&text=Do%20Your%20People%20Feel%20They%20Matter) [Communication](https://fronttier.co.nz/blog/tag/communication), [Legal](https://fronttier.co.nz/blog/tag/legal) ## Steven Colligan ## Comments ## Related posts ![FrontTier Logo White 1-2](https://fronttier.co.nz/hs-fs/hubfs/FrontTier%20Logo%20White%201-2.png?width=150&name=FrontTier%20Logo%20White%201-2.png "FrontTier Logo White 1-2") Your partner in professional growth © 2026 All rights reserved ```json { "@context" : "https://schema.org", "@type" : "BlogPosting", "author" : { "@type" : "Person", "name" : "Steven Colligan", "url" : "https://fronttier.co.nz/blog/author/steven-colligan" }, "dateModified" : "2026-10-28T06:15:47.244Z", "datePublished" : "2026-10-28T06:15:47.000Z", "headline" : "Do Your People Feel They Matter?", "image" : [ "https://fronttier.co.nz/hubfs/Do%20Your%20People%20Feel%20They%20Matter.jpg" ], "mainEntityOfPage" : { "@id" : "https://fronttier.co.nz/blog/belonging-vs-mattering-at-work", "@type" : "WebPage" }, "publisher" : { "@type" : "Organization", "logo" : { "@type" : "ImageObject", "url" : "https://fronttier.co.nz/hubfs/FrontTier%20Logo%20Eggplant%201.png" }, "name" : "FrontTier" } } ```