The question “Does my work matter?” may seem simple on surface, yet it reflects a deeply rooted human concern that crosses every role, rank, and industry. Whether asked by a front-line employee or a senior executive, this question captures a profound desire for meaning, recognition, and impact. From a growth mindset perspective, it is not just a question of self-worth, it is a concern that reveals shared aspirations between workers and leaders alike.
A growth mindset, as understood in its fullest expression, is not only about believing that abilities can be developed through effort and learning. It is also about maintaining a sense of purpose, staying open to challenge, and seeking feedback and improvement, not just as individuals but as part of a collective culture. When workers ask if their work matters, they are often seeking evidence that their daily actions align with a larger purpose and contribute to something beyond themselves. They are looking for validation that their time, energy, and learning are part of a meaningful journey. They want to grow, but they also want to know they are growing in the right direction.
This need for purpose is mirrored in the concerns of leaders. Many leaders wrestle with the very same question: “Does what I’m doing matter to the people I lead? To the future of this organization?” Leadership often carries the burden of both vision and responsibility, and in many cases, leaders are just as eager to know that their efforts are building something meaningful. A leader who operates from a growth mindset will not only care about their own development but will also invest in building an environment where everyone’s contributions feel significant. They will ask questions like: Are my people growing? Are we learning from setbacks? Do we know why our work matters?
When a growth mindset culture is strong, the question “Does my work matter?” becomes an invitation to connect the dots between effort and impact. Workers are more likely to view challenges as opportunities for contribution, and leaders are more likely to offer clarity about how individual roles connect to shared goals. The result is a feedback loop of motivation and meaning, workers feel seen, leaders feel supported, and both are committed to progress, not just performance.
Recognition also plays a vital role here. In growth mindset environments, recognition is not limited to outcomes, it includes effort, improvement, curiosity, and resilience. Workers asking if their work matters are often wondering if their growth is being noticed, if their problem-solving matters as much as their productivity, and if their small wins are part of something bigger. Leaders need this too. The loneliness of leadership can stem from a lack of feedback, appreciation, or honest reflection. A growth mindset approach encourages both workers and leaders to celebrate learning, to share credit, and to name progress as it happens.
The desire to make an impact is another shared concern. Workers don’t just want to show up and perform tasks, they want to influence results, contribute ideas, and feel that their unique voice shapes the work they do. Leaders, too, want to know that their choices are creating positive change. They want to leave a legacy of growth, not just performance metrics. In growth-oriented cultures, impact is defined not only by business results but by the capacity of people to stretch, adapt, and contribute in new ways.
Perhaps most importantly, this question is linked to psychological safety, the sense that it’s okay to ask questions, admit mistakes, and be honest about one’s role in the larger picture. Workers need this to feel safe asking if their work matters, and leaders need it to stay grounded in the realities of their teams. A shared growth mindset culture makes space for this honesty and treats it as a strength, not a weakness.
Ultimately, when both workers and leaders ask “Does my work matter?” they are expressing a deep desire to belong to something meaningful and to grow within it. A growth mindset doesn’t just answer that question with a yes; it provides the tools, the culture, and the shared language to make sure the answer stays true and terrific.