If you want to boost motivation at work, focus on this skill, says Adam Grant and a Harvard-trained psychiatrist.

Earlier this month, both Harvard-trained psychiatrist Gabriella Rosen Kellerman and Wharton behavioral psychologist Adam Grant emphasized the importance of feeling significant at work to boost motivation.

In her book "Tomorrowmind," co-written with University of Pennsylvania psychologist Martin Seligman, Kellerman identifies a sense of mattering as one of the three key skills that contribute to success in the unpredictable and ever-changing business environment. Through their research, Kellerman and Seligman discovered that having a sense of mattering is directly linked to positive business outcomes, including increased job satisfaction and a greater likelihood of receiving a promotion.

The disconnect between our effort and impact in modern work has been shown to increase work stress and burnout.

Kellerman explains to CNBC Make It that while it may not necessarily be life-changing, knowing that we are helping another human being is highly meaningful. He emphasizes the importance of managers effectively communicating this sense of significance.

Kellerman and Grant imparted their top tips for cultivating a sense of purpose and meaning in work, and for motivating employees and oneself.

Share the stories of those impacted by the work

During a panel discussion at the inaugural conference The Collaborative, hosted by coaching company Better Up's Center for Purpose and Performance, Grant revealed that his "favorite set of findings from all the work" he has done stems from his early experiments with the fundraising department at the University of Michigan.

Grant brought in scholarship students to show the employees the positive impact of their fundraising efforts. The students' presence made it clear to the callers how their work was making a difference in their lives, which increased weekly call time and revenue generated by the center.

Grant emphasizes the need for managers to share the stories and faces of their employees as direct beneficiaries, in addition to articulating the importance of their work.

Grant stated that in certain experiments, leaders delivering the same message failed to work because they couldn't speak to their firsthand experience and people knew they had ulterior motives to convince people to work harder or for longer. However, when a customer, client, or end-user gave a personal testimonial, people were able to understand that there were humans who would suffer if their job didn't exist.

To inspire employees and foster a sense of purpose, managers should compile a list of all the jobs at their company and inquire if any of those jobs didn't exist, Grant proposed. The individuals they identify as the answers to this question are those they should engage with to share their experiences within the organization, he emphasized.

A "mattering map" can be used to illustrate the impact of employees' contributions on the organization.

Kellerman recommends utilizing a tool developed with Seligman and other researchers, called a "mattering map," which allows managers to depict the far-reaching effects of each employee's contributions within the organization and beyond.

To gain insights into the impact of their work, managers should connect with individuals in each circle, starting from the innermost circle that bears the name of the employee and their values, and extending outwards to showcase the teams and individuals affected by their work, until reaching the final circle that highlights the organization's outcomes and metrics. Kellerman recommends reaching out to people in each circle to obtain stories about their work outcomes and how they utilize the work of that specific employee or team.

Kellerman asserts that regular conversations that demonstrate employee value through concrete examples boosts their motivation to excel in their work.

Don’t wait for your managers to take action

Detective work can help you cultivate mattering on your own, Kellerman suggests. Tracking your accomplishments, milestones, and feedback can help you see your improvement and impact in real time.

Kellerman suggests that even if you are not a manager, you can still show appreciation for your peers by engaging in an exchange of mattering together.

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