We all carry a quiet wish to be seen as someone who matters. It can be easy to forget that the same longing can be found in others. Those people who gravitate toward others are usually the ones who leave others feeling noticed and appreciated.

Ask most people how to become likable, and they will tell you to be more interesting: tell sharper stories, make better jokes, and have a stronger presence. But think about the people you actually treasure. They rarely hold the spotlight.

As managers, as leaders, and as people… there is a responsibility to share our appreciation of the work of others. Without our sincere and honest appreciation of the work and accomplishments of others, a gap is formed. This gap is filled with doubt and a feeling that you may be undervalued.

Transparency is a word I have heard a lot when those around me talk about something people in leadership roles can do better. Is there a drought of transparent leaders? I ask that because I have heard from several individuals across a variety of organizations that their leadership is failing to be transparent with them, but what does that really mean? Transparency is not the issue.

One of the biggest traps I have seen in my career is companies promoting great analysts to leaders. Now, I get the thought process behind this mistake. You see someone doing amazing work, and you think to yourself… “They have done such a great job with their work so far; I bet they will continue to do a great job leading others.”