Perhaps you’re familiar with the leaden feeling that can surround you when your motivation engine just won’t fire up. When positive impulses are lacking, focus just isn’t really there, and the situation seems unstable and uncertain, as perhaps especially in times of coronavirus: In times like this, it can be difficult to get yourself fully going.
This can apply to you personally, as a leader, as a team member, managing director, board member, etc., no matter where you are.
Phases in which motivation isn’t really flowing or isn’t able to flow can happen.
One approach, a tool I like to use in these situations, which you’re probably familiar with, is Maslow’s pyramid (Maslow, 1970). You usually discover it in school. But in school, at least where I was, we only learned the theory back then (I sound really old now, but it’s just the way it is).
Motivation as a driver of inner growth.
What can be so helpful here is the structure the pyramid offers users, allowing them to examine their own lives or those of team members. Doing this they can identify where the basic requirements for motivation might be lacking, and where blockages can be resolved to help motivation get back on its feet or allow it to flow freely.
Maslow’s pyramid moves from survival to self-actualization.
In this assessment, you can work through the different levels to determine which needs are met and which aren’t, thus finding a way to ignite your motivation. In this structure, you work your way up from the bottom, since fulfilling the upper levels can only be consistently successful if the fundamental, lower levels are covered.
Physiological Needs
Whether it’s about members of your team, colleagues, or yourself, it’s always best to start with physiological needs, as these, similar to the following two levels, are considered deficit needs and, if not met, can lead to demotivation.
In the workplace, physiological needs are about what is needed to work, i.e., an appropriate work environment with the resources and opportunities to perform the job, but also about physiological needs that arise naturally throughout the workday.
If your team is unable to get something to eat locally during their lunch break, it’s advisable to consider alternatives.
This is where one of Google’s strategies, which has spread in some form to many companies, comes into play: providing free food for employees. But this also involves issues such as adequate work equipment, be it a PC, laptop, internet connection, telephone, or tools. If these needs aren’t met, you can assume that people will more frequently engage in “work by the book” behavior, and their commitment will be limited to the bare minimum.
Another indicator of whether someone is in this position can be that they are totally absorbed in other areas of their life: for example, they are a highly talented sailor, writer, restorer, etc.
Perhaps it’s due to other talents, or perhaps it’s a situation where the person is given little room for development at work.
Security
One level above is about security. Do you feel secure in your job? Or do you have to expect, day in and day out, that people will try to get rid of you, push you away, to cut costs, etc.? Security needs are also deficit needs and, if not met, lead to severe demotivation. This doesn’t mean that you or your employer should give your employees a job guarantee for life—that would most likely be too much security—but it does mean creating an atmosphere free of constant fear, as this also severely inhibits the productivity of those affected.
Cohesion
The third level is about belonging, cohesion, and being part of something bigger. This means that you and your team can understand and support the bigger picture, feel part of the company, and connected. Humans are fundamentally social beings and seek relationships with other people.
Consider whether you, as a leader, can meet this need in your position, because this can be considerably lonelier than when you’re integrated into a team.
Do you get this from your colleagues, from your team, or, ideally, from both? Do you have individuals in your team for whom indenpendance is importand and for whom it’s important to identify opportunities to interact with others when they need it? Can you and your team meet their basic social and psychological needs at work? At this level, we can say that people are fundamentally committed, which doesn’t mean they won’t leave if they find something better.
The bigger picture can be motivating, but it doesn’t automatically mean the realization of one’s own desires.
Recognition
The fourth level refers to the psychological need for recognition and appreciation. Even if, especially in Germany, the focus in feedback tends to shift from the positive to the areas for improvement, it is nevertheless important for everyone, whether manager, employee, board member, etc., to receive recognition.
This is about a need to grow in which you feel that your work is important, that you are contributing significantly to the overall result, and that you are also successful.
At this point, you can assess for yourself and your team whether you are being given enough opportunities to reach this level of growth, where you are working with commitment and know that you are valued.
Self-actualization
Ultimately, it’s all about the lofty goal of self-actualization. According to humanistic psychology, this is what all people desire and strive for. The question here is: Do I love my job? Does it inspire me? Does it fit me and my skills, competencies, and values? Am I growing and am I inspired by my work? Do I enjoy my work (overall, and of course, it doesn’t have to affect every little detail)? Are you brimming with ideas and do you enjoy your work?
These are indicators that indicate a high level of commitment and a good fit between person, job, and company.
This is where self-actualization takes place. This is where people are creative, inspired, and enthusiastic about what they do.
Did you discover points and questions during the process that you want to work on? Is there anything you can change for yourself or others to gain more motivation?
Or do you need support in developing them? This can be achieved effectively with me as your business coach, for managers, employees, or executives. Feel free to contact me to see if you’d like to work with me.
Referenz: Maslow, A. H. (1970). Motivation and Personality (2nd ed.). New York: Harper & Row.
