The Architecture of Mattering
Part 5 of the “Mattering in Early Childhood Education” Series
“We don’t just build programs — we build people. And people thrive when they feel seen, valued, and needed.”
— Deidre Harris
Culture is built through patterns of behavior. And if mattering is going to last, it has to move beyond nice words into consistent practices.
Therefore, mattering can not be a single event. This means we need a system of noticing, affirming, and needing—at every level within our programs.
This is where the Me–Core–Big framework becomes so powerful — it helps programs align intention with action.When people feel they matter, energy flows both ways:
From individuals who believe they make a difference,
To teams who show appreciation,
To leaders who create structures that sustain both.
That’s how a culture of care is born — and how it stays.
Now, the question becomes:
How do we make “mattering” something that doesn’t depend on chance, personality, or mood — but something that’s built into the way our programs operate?
The answer lives in structure. And structure lives in the Me–Core–Big Team framework.
The Me–Core–Big Team framework provides a roadmap for aligning personal reflection, team practice, and organizational systems so that mattering becomes a shared, visible, and repeatable experience across all levels.
The Me Level — Remembering Your Own Significance
The Me level is deeply personal. It’s where educators reconnect with the truth that they make a difference — even when no one says it out loud.
“Before I can help others feel they matter, I have to believe that I do.”
Strategies for the Me Level:
Take 60 seconds at the end of the day to write one “I mattered when…” statement.
Practice noticing your own progress — not just outcomes, but effort.
Use quiet affirmations: “The way I calmed that child helped the whole group reset.”
Recognize emotional labor as real labor.
When educators build this internal awareness, they model self-worth — which children absorb instinctively.
The Core Team Level — Teams That Make Each Other Feel Seen
Mattering thrives in teams where appreciation is the norm, not the exception. When colleagues consistently notice one another’s strengths and contributions, trust and collaboration deepen.
Strategies for the Core Level:
Begin or end meetings with “One Thing I Appreciated This Week.”
Normalize giving real-time recognition — name the strength and the impact.
“You handled that parent conversation with such empathy — it built trust for all of us.”
Create a visual “Team Strengths Board” that celebrates unique skills.
Practice checking in before checking tasks: “How are you feeling before we dive in?”
When people feel emotionally safe and acknowledged, they take more healthy risks — in teaching, problem-solving, and innovation.
The Big Team Level — Systems That Sustain Care
The Big Team level is where leadership ensures that mattering is not just emotional but structural.
This means embedding care into policies, communication, and culture.
Strategies for the Big Team Level:
Make recognition a system, not a surprise. Build it into staff meetings, newsletters, or digital shout-outs.
Include questions about mattering in staff surveys or reflective supervision.
“Do you feel seen for your efforts?”
“Do you feel your role is essential to the mission?”
Ensure decision-making processes include and credit staff voice.
Model transparency: explain why changes happen so people feel trusted, not blindsided.
Revisit policies and ask: “Does this procedure communicate trust and value — or control and compliance?”
Leaders can’t make everyone happy, but they can make everyone feel important.
Interested in learning how to bring Mattering into your organization? Contact me at deidre.harris@teamagreements.com.