Hi Reader,
In a recent conversation on our podcast with Zach Mercurio, the author of The Power of Mattering, he shared a distinction that has stayed with us.
He said that one of the most important signals for someone to feel that they matter is surprisingly simple: they feel noticed. During our conversation, he made an observation that felt both obvious and surprisingly convicting. He said there is an important difference between caring about people and caring for people.
Caring about people can exist as a sentiment. Many leaders genuinely want the people on their teams to succeed. They want them to grow. They want them to feel supported.
But caring for someone requires something more deliberate. It requires getting close enough to understand what someone is experiencing and paying enough attention to remember what matters to them.
Caring For
People can sense the difference between a leader who generally cares about them and a leader who consistently demonstrates care for them. Caring about people often shows up in how leaders talk about their teams. Caring for people shows up in how leaders pay attention to their teams and then act on what they need to be successful.
It shows up in whether leaders notice when someone seems discouraged. It shows up in whether they remember something important a teammate shared the week before. It shows up in whether they follow up on moments that might otherwise disappear into the noise of a busy week.
These small signals communicate something powerful: they tell people they are not just another role or another set of responsibilities. They tell people they matter, and feeling seen is one of the most powerful drivers of significance we know.
A Real Life Example
In our interview, Zach shared a story about a supervisor whose team consistently reported the highest engagement scores in a large distribution center. When researchers asked the team what made the difference, their answer was simple.
“It’s our supervisor. She just gets us.”
When Zach asked her what she did differently, her answer was surprisingly practical.
Every Friday she writes down the names of the people on her team and one thing she wants to follow up with them about the next week. Sometimes it’s a challenge they mentioned. Sometimes it’s something they were excited about. Sometimes it’s simply a moment where they seemed frustrated.
Then on Monday she spends a few minutes scheduling quick follow-ups.
Sometimes those conversations last only a few minutes. But when she reconnects with someone and says something like, “I remembered you were nervous about that meeting last week. How did it go?” something important happens.
During the interview she said something that captures it well.
“There’s magic in being remembered.”
Practices That Communicate Care
If you want people on your team to feel cared for, it rarely requires a dramatic gesture. More often, it grows through small, consistent signals that tell people they are seen and remembered.
One simple rhythm you might try is something Zach shared during our conversation. At the end of the week, write down the names of the people you lead and one thing you want to follow up with them about. It might be a challenge they mentioned, a moment where they seemed discouraged, or something they were excited about outside of work.
Then early the following week, take a few minutes to reconnect. The conversation may only last a moment, but the signal it sends is powerful. You noticed. You remembered. They mattered enough to stay on your mind.
You might also consider making a habit of asking one follow-up question the next time you see someone about something they previously shared. Sometimes that question has nothing to do with work, but everything to do with the person. You might take a moment during meetings to recognize effort or growth, not simply outcomes.
People often feel most valued when someone notices the progress they are making. Consider incorporating these into one on ones if you run them with people on your team. None of these actions require much time. What they require is attention, and attention is one of the clearest ways we communicate care.
The Difference People Feel
Most leaders care about the people on their teams. When you talk with them privately, their intentions are rarely in question. But the experience people have at work is shaped not by our intentions, but by our actions.
Caring about people is a belief we hold.
Caring for people is something they experience.
When leaders take the time to notice, remember, and follow up, something powerful begins to happen. People feel seen not only for the work they produce, but for the person they are becoming.
And when people feel that kind of significance, they tend to bring more energy, ownership, and creativity into their work. In the end, bringing out the best in people rarely begins with a motivational speech or a grand gesture. More often, it begins with the simple practice of paying attention.
-Shaun & Joe
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