Back in 1943 a 35-year-old psychologist named Abraham published a paper in Psychological Review. Surely, it must have felt like all other papers he had written—routine, ho-hum, expected for an academic; it’s what academics do. His paper, “A Theory of Human Motivation,” would turn out to be the seed work of a paradigm that would influence nearly every perspective on human motivation that we currently hold, whether we realize it or not—Maslow’s Hierarchy of Needs.
As a leader developer, Maslow comes up a lot—either as a specific reference to a process or skill or as an indirect reference, as in “Hey that reminds me of Maslow’s Hierarchy of Needs.” It gets eye rolls from time to time because most people “get it.” It’s also been around forever, so naturally we’re a bit skeptical of things like that. We wonder, isn’t that outdated and out of touch with how people really are nowadays?
But I propose that Maslow’s Hierarchy is more relevant than ever. In fact, it provides the foundational perspective people need right now to perform and be their best.
First, a quick primer on the Hierarchy. At the bottom of the pyramid, levels one and two are “basic” needs: food, water, shelter, rest at level one; security and safety at level two. Levels three and four are considered “psychological needs” and include: our need to belong, form friendships, and connect with each other at level three; our need to feel a sense of accomplishment and maintain a positive self-esteem at level four. Finally, at the very top, level five captures our “self-actualization” needs: achieve our full potential, be creative, and reach the highest levels of success possible.
Most leaders lead from the perspective that people want to reach the top of the pyramid, achieve their full potential, and “be all they can be,” right? As a leader, then, shouldn’t you motivate by directly appealing to their sense of esteem and need to self-actualize? It is hard to imagine an effective leader aspiring for his/her people to be their most basic selves. Furthermore, in focusing on operational priorities, strategic planning, and execution, typically, leaders are just not worried about “basic” things such as the food and shelter of employees.
But when times are hard—whether in a full-blown world-wide crisis or something on a much smaller scale that impacts only a particular organization—it is precisely the bottom, most basic that rises to the top in terms of priority for those we lead. And let’s be honest—in 2020 doesn’t upside-down thinking seem to be most appropriate anyway? I think it is easy to forget that Maslow’s is a pyramid, a hierarchy, for a reason. As such, we must track the levels from bottom to top to determine their prepotency—the bottom is greater in power than the others. In short, if the bottom needs are unmet, then the rest matter very little.
So, how can you aim for the bottom? I offer three concrete actions.
Learn
It’s always been there, but if there was ever a time for a really strong argument to know your people, it’s now. It doesn’t have to be a mystery; you’re not supposed to know everything. Go ask! Ask, what do you need? What needs are greatest for you right now? How can I better serve you, make you a priority in this tough time? Take a look at those bottom needs—food, shelter, rest. In uncertain and tense times, are they afraid they’ll lose their jobs and not be able to provide for their families? As far-fetched as it may seem depending on your circumstances, our brains can take us to some dark places when our sense of normalcy is shaken. A client backs out of a project you’ve been counting on, resulting in a smaller bonus or perhaps no bonus at all. Within about 30 minutes of negative thinking, you’re being let go and are trying to find a job in a pandemic. I argue that the loss of security, a level 2 need, is the greatest need in times of crisis and uncertainty. People are creatures of routine and control. Even if one’s job is secure, think about what else has changed—their routines, where and how their kids do school, where and how they do work, a loss of connection to coworkers due to work-from-home arrangements, etc. Bottom line: it’s all a loss of security.
Connect
With the knowledge of what your people need, it’s time to connect. If it’s clear that their sense of security is totally shaken, causing them to stress and obsess over where they go next, what the future holds, etc., then it’s time to step up and provide some help. This help could come in different forms. Your people might need increased emotional support—reassurances, space to talk, an ear to vent to. Certainly, I’m not suggesting you overpromise by guaranteeing them their jobs will be there forever when you’re not sure they will be. But what is desperately needed in times of uncertainty and crisis is for you to help your people make sense of what they’re experiencing. Don’t assume just because the company puts out communications explaining the financial impact of COVID-19, for instance, that your employees know what that means for them. People in organizations look to their leaders—their immediate supervisor—to filter information to them and help them make sense. Put simply, your ability to explain, to frame current situations and their meaning, and help employees make sense of them, is going to provide security that the larger organization simply can’t. Even if the news isn’t always positive, there’s security in knowing and getting some answers. And leader, if you’re not sure what to share or what you can share, that’s a good opportunity to “lead up” and find out from your leader so you can share with your people.
Deliver
Finally, once you begin to see your people more deeply and understand their situations, fears, and needs, and begin to provide them with a sense of security through connecting with them, it’s time to deliver concrete, material help. Get laser focused on situational, individualized leadership and provide the differentiated supported needed. Sally on your team might need better and clearer advice on how to connect with her team remotely; Larry might need actual help on a project, so you might suggest how he can better delegate portions of it to his team members. Or perhaps you can shoulder parts of the project and offer direct help. Jasmine might need the afternoons on Fridays completely off work because her daughter has practice and trying to figure out her schedule is the biggest source of stress in her life. In short, not all help and support is created or received equally. Think about Maslow’s Hierarchy and use it as a lens to diagnose what people need.
Leadership is always hard. But today, leader, your work is nothing short of Herculean. If you’re reading this and are in a place of influence, chances are you’ve gotten there by being able to execute, inspire, cast vision, and move people to action. Keep doing what you’re doing. At the same time, I want to challenge you to get basic. Don’t be afraid to take your leadership to a new level—learn, connect, and deliver by leading for the bottom. It’s probably just what your people need in order to be the best versions of themselves right now.