Maslow’s hierarchy of needs?
Maslow’s hierarchy of needs is a theory of human motivation, in short, in his 1943 paper, Maslow set it out ‘A Theory of Human Motivation’. It points that humans are driven by a series of needs, and that basic needs must usually be met before higher ones can motivate us. It is often drawn as a pyramid, although Maslow never drew one himself. For a leader, it raises one simple question: what do my people need right now to give their best?
Breaking it down.
Physiological needs. Food, water, warmth and sleep. When these are missing, little else matters.
Safety. Physical security, stability and knowing what is coming next.
Love and belonging. Friendship, trust and being accepted as part of a group.
Esteem. Respect from others, recognition and a sense of achievement.
Self-actualisation. Reaching your potential and becoming the best version of yourself.
People are often motivated by several needs at once, and later research has questioned the strict order, but the basics are that basic needs should be met before everything above them.
British officers are taught to balance the needs of the task, the team and the individual. But if you’ve got individuals who are struggling at the very basic level of ‘need’ then you are going to struggle to get them to support the wider team and the task at hand.
At the base, on an Army exercise, officers check that their people have eaten, drunk and rested, and by long tradition they eat last. A cold, hungry and exhausted soldier will not be thinking about the mission. Safety comes next. It covers good drills and the right kit, but also clear orders and fair treatment, so people know where they stand.
Belonging is where the Armed Forces excel. A section, a ship’s company or a squadron becomes a second family, and that bond keeps people going when conditions are hard. In the Royal Navy, crews live and work together at sea for months, so a sense of belonging matters every day. Esteem follows. In the RAF, the engineers who keep aircraft flying rarely make headlines; a good officer makes sure their work is recognised. At the top, officers help their people grow through courses, adventurous training and greater responsibility.
On operations, the pyramid can collapse quickly. A leader’s attention has to follow it back down to the basics.
At selection and in training, you are assessed on how you treat others, not just on how you perform. Start noticing the needs of the people around you: the teammate struggling on a run, or the quiet member of a group who has not been heard. Leadership starts with looking after people.
We’ve created ‘We Are BTO’ to help people become ‘Beyond The Ordinary’ and to build the leadership habits that can set you apart. We specialise in leadership & team development.
Be extraordinary.
Bucks
Co-founder, We Are BTO. | @wearebto
