Technology is advancing faster than ever, and the workplace is characterized by continuous change. Yet, one thing remains constant: people’s fundamental need to be seen, heard, and valued. This is as true in the workplace as anywhere else. As leaders, our job is not just to focus on strategies, goals, and results but also on the people who actually deliver those results. When we genuinely see our employees—not just as workers but as whole individuals with unique needs, ambitions, and values—we lay the foundation for a culture of engagement, well-being, and loyalty.
A Fundamental Psychological Need
In his famous hierarchy of needs, Abraham Maslow highlights that recognition and belonging are essential for both well-being and performance. In the workplace, this translates to more than just praise for tasks well done. It’s about showing interest in employees’ ideas, recognizing their efforts, and most importantly, treating them as people—not just resources.
When we, as leaders, fail to foster this sense of acknowledgment, the consequences can be severe. Employees who feel overlooked often lose motivation, withdraw, and become more open to offers from other employers. On the flip side, teams that feel valued perform better, collaborate more effectively, and show greater resilience in the face of challenges.
To truly see employees means being present in the moment and giving them our full attention—not just when problems arise but in everyday interactions. This requires conscious effort, but the organizational and human benefits make it well worth the work.
Employee Satisfaction Starts with Being Seen
When employees feel seen, something powerful happens. First, they experience a deeper connection to their team and role. This often leads to greater pride in their work and, consequently, greater job satisfaction. At the same time, it fosters a sense of psychological safety—a concept championed by professor Amy Edmondson, which describes a culture where it’s safe to take risks, share ideas, and be oneself.
Employee Satisfaction
When we show our employees that we see them, we build relationships based on respect and trust. This creates a workplace culture where employees feel valued, resulting in higher satisfaction and lower turnover.
Increased Effort
When people feel seen and recognized, they are more inclined to go the extra mile. Recognition and feedback—both for big achievements and small contributions—provide energy and drive.
Loyalty
Leaders who invest time and attention in the people around them build a form of loyalty that cannot be bought with higher salaries or better benefits. When employees feel that their leader cares about them as individuals, they become more loyal—not just to the leader but to the organization as a whole.
Three Practical Steps
So, how do we put this into practice? How do we move from good intentions to action? Here are three concrete tips to ensure that we truly see our employees—and that they feel seen in their day-to-day work.
Genuine Dialogue
Regular conversations with employees are perhaps the most effective way to show we care about them. This isn’t just about formal performance reviews once a year but building an ongoing dialogue. Set aside time for regular one-on-one meetings. Ask how they are doing, what they are working on, and what motivates them. Listen with genuine interest and be curious about their perspectives. When we listen actively, we show that we value their opinions, creating a sense of importance.
Individualized Leadership
Not all employees need or want the same things from their leader. Some prefer clear guidelines and close follow-up, while others thrive on autonomy. As leaders, we must understand and adapt to individual needs. Take the time to understand employees’ work styles, ambitions, and needs. Ask questions like: “What can I do to support you best in your job?” When we adapt to individuals, we show that we see them as unique people, not just as part of the team.
Celebrating Small and Big Wins
We all need recognition. Noticing and acknowledging both small and large achievements is a simple but powerful way to boost employee motivation. Establish routines for celebrating individual and team accomplishments, whether it’s through a “great job” card, an informal gathering, or recognition in a meeting. This creates a culture where effort is noticed and appreciated, encouraging employees to contribute even more.
Pitfalls
Truly seeing our employees isn’t about manipulation or superficial praise. It’s crucial that our interest is genuine and that our actions reflect a respect for employees as people. A classic mistake to avoid is superficial attention—employees quickly notice if we only pay attention to them to check a box. Genuine presence requires time and energy, but it builds trust. Another pitfall is generalized approaches. We can’t use a “one-size-fits-all” model to see our employees. Each person is unique, and our leadership must reflect that.
Building Bridges
Truly seeing our employees is more than a leadership strategy—it’s a fundamental approach to creating strong, lasting relationships with the people we work with. When we see our employees, we lay the foundation for a healthy organizational culture where satisfaction, effort, and loyalty can thrive—and when people thrive, so does the organization.
TL;DR
To foster employee satisfaction, effort, and loyalty, we as leaders must learn to truly see our employees. This means recognizing their contributions, understanding their individual needs, and showing genuine interest in them as people. Practical steps include investing in regular dialogue, tailoring leadership styles to individuals, and celebrating achievements both big and small. By prioritizing seeing our employees, we enhance well-being and create lasting loyalty that benefits both the team and the organization.
