Some years ago, through some choices of my own and by organisational design, I started working for a new manager. The first few months didn’t quite bring about the light at the end of the tunnel of disengagement I had hoped for. But I soldiered on. And then, one day, she asked me to sit in on a second interview with someone she was thinking of appointing.

“You’re so good at recruiting – you always find the most amazing people.” I agreed. To the interview and on her assessment of my recruitment instincts. I even felt flattered. I hadn’t heard of snakes in suits yet.

Following the interview, I was unequivocal in my consideration of the candidate: do not appoint her. She will not fit in; she will not add value here. She will be unhappy. My manager listened intently and made agree-noises.

Two weeks later, with ostentatious fanfare, she announced during a team meeting that she had made this candidate an offer. No feedback to me. No further discussion. No explanation.

That’s when I started to dislike agree-noises. They make me suspicious.

The candidate failed miserably, was desperately unhappy and eventually left the company. And – oh, joy! – so did the manager. But I left before she did, because on that day, in that team meeting she devalued me. She showed that she did not regard me. I realised that I did not matter to this person; she did not have my back. It was a surprisingly devastating realisation.

I remembered that feeling of being disregarded, when I had three conversations with three different, unrelated people, in the space of one month, who all said that they received their salaries so late, that their debit orders bounced. It is frightening to think that there are three other managers out there who have so little consideration for people. Who don’t have regard for them. Who would compromise their own employees’ financial reputation, and still expect loyalty.

People do not ask for much. We ask to be regarded. We hope for someone to say, “I see you” – and to mean it. Even the beggar on the street corner, or the supermarket cashier, desires to be acknowledged. Acknowledgement and regard are two invaluable tools in the hands of a leader. They require consideration and intent. And they go a long way in creating loyalty and trust, which can have a very real (positive) financial implication for a business.