First, let’s review Maslow. He was the brilliant psychologist who back in the 1970s first introduced to the world his hierarchy of needs pyramid. He said there were five basic human needs—physiological, safety/security, social (belonging), ego (esteem), and self-actualization. If you’re not familiar with his work, or need a refresher as I did, you can link to it here.
I started to think how his theory applied to my daily routine. On the simplest of levels, just for me to begin any given workday, I first need a cup of hot coffee. With coffee in hand, I can then settle into my seat knowing that the people around me are both colleagues and friends, that my computer is healthy and not going to explode, and for at least the current moment I am secure. With a sip of coffee and perhaps some casual conversation reviewing the day ahead’s tasks, I then find my acceptance as part of the creative group. We all respect one another, rely on one another, and have learned through time and challenges that we are successful. This brings me to the ego tier, and this is where it becomes a little more complex.
In the article I linked to above, it mentions that people with the first tiers satisfied “often drive expensive cars because in doing so it raises their self esteem.” I do not in fact drive a fancy car. But, that’s not something that would make me feel better about myself. I drive a Jeep Wrangler that may not come with power windows or fancy dashboard controls, but does in fact make me feel 100% content to navigate about my tri-state bubble. So, to apply this tier to my personal life, my self-esteem is heavily reliant upon the recognition I receive for putting out great work. (Are you snickering at this article? Well, stop that!) If I’m having a great morning, I’ve been blessed with at least one e-mail from either a client, a reader, or one of the managers in the ISM offices thanking me for a job well done. That’s all I need for a little self-esteem revitalization—it’s my identification with Maslow’s self-esteem level.
Which now brings us to the last tier of Maslow’s model. If all of the other elements are in place—a hot cup of coffee, an easy wake up of my computer without threatening sounds of explosion and a comfortable room temperature (both actual and metaphorically), a casual creative team review or even a shared laugh over something we’ve all endured or experienced together, and at least one rewarding e-mail, then the last tier is mine for the taking—I will be more inclined to dive into a difficult project, have that shaky conversation I’ve been stalling on, and/or be open to any suggestions for new challenges. Self-actualization doesn’t seem intimidating once everything else is in place.
This is, of course, taking Maslow’s theory and boiling it down to the simplest of implications. And, you can probably also see where we’re about to venture. Chip Conley has published something along the same lines, only far more eloquently orchestrated.
Conley approaches Maslow’s theory from a manager’s perspective and demonstrates how to motivate employees by securing their basic needs within the work environment. I applaud him for this. And, because I have found his revitalization of Maslow’s concept engaging as a mere employee, I would like to share with you both his article, and then to remind you of ISM’s own MFE series. Both are great resources for rebuilding, reconnecting, and motivating your school’s faculty and staff to be the best they can be—and then more.
Instead of reporting on what Conley wrote, I would rather share with you what I liked from his interpretation. The first point he makes is that often companies misjudge employees by assuming compensation is their primary aspiration. According to the research presented in Conley’s article, salary only ranked fourth in survey results when people were asked why they leave their jobs. Most people leave their jobs because they feel under-respected or under-recognized.
Conley also mentions that the most contagious emotion in a company is not joy or content, but yet fear. Poor communication can lead employees into survival mode. People need room in their positions for creativity, innovation, and ingenuity.
I also love his views on management. A lot of what Conley says is part of ISM’s theory, so yes, I am a bit biased. But, he’s dead on when he says, “If you hire the right people, it’s a lot easier—at the end of the day it’s all about making human connections.” But, don’t just listen to me ramble on about the points I like from his article, read it online here.
