"Mattering" is the belief that we’re significant to the world around us. When people feel they matter, they feel seen, important & needed through how others treat them. Scholars have deemed mattering to be a core instinct that drives all human behaviour. That’s why, when someone doesn’t believe they matter at work they: - won’t share their voice if they don’t believe their voice is significant - won’t use their strengths if they don’t believe they have strengths - won’t contribute if they don’t believe they have something to contribute - won’t care as much as if they feel cared for Actions that leaders/ teams can take: see some excellent articles by @ZachMercurio - "How to Create Mattering at Work": zachmercurio.medium.com/how-… and "The Cost of Not Mattering at Work": zachmercurio.medium.com/the-….

If we want to build learning organisations, we need a data-driven culture. Yet in a recent study across multiple industries, 6 in 10 leaders said they haven’t been able to establish a data-driven culture. It's mostly not to do with (technical) data systems. It's to do with people resisting changing the way they make decisions. Ways to build a data-driven culture: 1) engage influencers & leaders across the organisation, uncover their biggest priorities & brainstorm ideas 2) combine senior leadership role modelling with grassroots, user-driven initiatives 3) identify success metrics early & rally teams around them sloanreview.mit.edu/article/…. By @kesaritweets

Team "scaling fallacy": The mistaken belief that by expanding the size of a team we will get more work done, more speedily. Leaders are often too optimistic about the impact on project costs & outcomes because we overestimate the value of adding team members while underestimating coordination costs as team size gets larger. Classic article: static1.squarespace.com/stat…. Via @work_matters & @emollick. A broader article on the relationship between scaling & performance: linkedin.com/pulse/scaling-f…. By Arunkumar HG