Hierarchy of Needs
American psychologist Abraham Harold Maslow (1908 – 1970) is considered the father of humanistic psychology and is known for his theory that that there is a “hierarchy of human needs” that determines human motivation. The first in this
hierarchy of our needs Maslow called “animal survival needs” (food, water, reproduction, shelter, instinctual behavior). As each set of needs is met, we progress toward the next level, which, in turn, allows us to pursue and fulfill a whole new set of human needs. According to Maslow, as we satisfy these needs, we pass through a series of five levels that both expand in complexity and broaden our perspective and ability to make an impact in life. While this progression takes place, we increase our awareness, our attention and our focus to a larger set of concerns. This progression culminates with “self actualization”- becoming the best of who we are meant to be as the highest level.
As you can see from the following diagram, the highest levels are about being more outwardly directed. In the fourth and fifth levels, we begin to turn our attention outward toward others, as opposed to focusing on our own needs as was required and appropriate in the early levels. The two highest levels allow us to look out into the world and imagine how we might make the world a better place to be. My experience tells me that people want to make a difference more than anything else. When they find themselves in a position to contribute, they will strive to do so. Most people will go to great lengths to contribute to a worthwhile cause if they know that they can succeed and, therefore, matter.
Read MoreChartering a Breakthrough
Move through a large organization, and you will likely find many dedicated people who are working hard on company priorities that are designed to add value, grow the business or innovate. These organizations are targeting big things, yet individuals and teams can find themselves stalled in their quest for accomplishing the extraordinary. So often, when our firm is invited in to work with such companies, we hear people say, “We have a history of lots of take-offs, but we have very few landings.” What this statement means is that a lot of projects get started, but few of them really deliver their intended results. Targeting, executing and delivering Breakthrough results are highly valued skills. It is not unusual for us to be invited to work in areas where there are both big opportunities and an insufficient structure in place to capture these gains.
We most often address this dilemma by suggesting that whatever extraordinary results an organization is committed to producing will require imaginative, breakthrough thinking in the company. A powerful way to trigger the imagination and stimulate breakthrough thinking is to write a charter. We assert that any project that is attempting to accomplish the unlikely or unpredictable needs a charter.
A charter is a written document that serves as a performance contract for a designated project or intended set of work objectives. However, it is a performance contract that targets unprecedented results. Our firm has found that when a charter is written well, launched powerfully, and managed with integrity, extraordinary results will be achieved.
What is Context?
People often ask us why we focus so much on context and why we put such a premium on the discussion about context in our approach to organizational transformation. We have discovered that no other single area of focus seems to have the kind of impact and leverage in an organization that context has. Understanding what context is and, most importantly, being clear about how context works can empower senior leaders to make an extraordinary difference in their transformation effort.
Let’s start with the dictionary definition of context:
Context: The circumstances that form the setting for an event, statement, or idea, and in terms of which it can be fully understood.
Context comes from Middle English words meaning “together” plus “to weave.”
So you see, context is everything that surrounds a particular subject. Not only is context in the background, it is the background. It is the place from which people think. Context has the power to shape what we think and what we know. It is only when we are aware of the context for a specific situation, can that situation – in the dictionary’s terms – “be fully understood.”
Context is a word that isn’t immediately clear to organizational leaders when they first hear it.
*Some of the concepts from this article are derived from the work of Werner Erhard and are used with permission.
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Most leaders got into the position they’re in by being competent managers making things happen, solving problems, and getting the trains to run on time. However, simply managing the present is insufficient when one is a leader because a leader’s job is really to focus on the future and create a vision for the future that inspires their people to make it happen. Job #1 of a leader is to have a vision that is compelling, inspiring and achievable. Job #2 is to share that vision with their constituents in such a way that their people see that that future has their name on it, and that they not only want to be a part of it, but will own it in such a way that it comes to fruition. People want to make a difference. They want to have their lives matter; quoting George Bernard Shaw ~ “This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being thoroughly worn out before you are thrown on the scrap heap; the being a force of Nature instead of a feverish selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.”
Creating the vision to engage others is tricky, because the vision needs to be articulated in such a way that people can hear it, identify with it, and want to participate in it. There are many examples of such leaders in the last decade ~ for example Steve Jobs at Apple declared there would be “an Apple on every desk”, Jeff Bezos at Amazon whose originating mantra was “Get Big Fast” and, Elon Musk at Tesla is known for his vision of “Anywhere on earth in under one hour.” Each of them has demonstrated the importance of this vital aspect of leadership by stepping way out into the future, creating a vision for their company for what’s possible and then going after it with gangbusters. Part of this brilliance has to do with the way they are able to presence this vision for their employees such that it’s almost tangible and certainly doable. By doing this a leader is ensured that people in their company become a part of implementing the vision. Most people know that 70% of strategic initiatives fail in corporations. Getting your people to buy into the vision gives you a huge advantage for success.
How do they do this? They do it by walking people through the vision ~ what it will take, how it will unfold, and underlining the benefits and rewards. At Leadera Consulting we have a 9-point, step-by-step formula for this skill set in which we train leaders how to deliver a powerful leadership message focusing on the future. When leaders design a message using these 9 points (in order) they find that their people are able to connect with the vision, having it become tangible and wanting to participate in delivering it.
The 9 points are:
- Background connection
- The vision
- Strategy
- Implications
- Actions needed
- Sense of urgency
- Benefits and rewards
- Hardball issues
- Appreciation and acknowledgement
It is important that the message be designed and delivered in this order. We have found that this particular order is consistent with the way people think. For more details on this step-by-step process please follow this link to our website ~ https://leaderacg.com/2018/03/28/the-power-of-your-leadership-message/
The bottom line is successful leaders love to inspire their people. Getting your people to “buy in” to your message is what allows for the message being fulfilled. When done well, inspiration leads others into action. But keep in mind that message and that inspiration has no shelf life on its own. A successful leader will build regular and consistent reminders into the workplace that reinforce the message. Inspiration must be shored-up with actions. Consider designing how to get your people “on board”, and how to keep them there.
Kevin Cullen is President of Leadera Consulting Group, specializing in producing breakthrough business results. If you want more on this conversation or the firm, contact us at Leadera Consulting Group.
Kevin Cullen: [email protected], cc: [email protected]
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We have become very polarized. Our country, as a nation, has become separated through divergent conversations, dialogues and opinions more so than ever before. It seems to have been heading in that direction for some time and the emergent participation in social media and less traditional news outlets have raised the volume on, and exacerbated, our differences. It’s actually gone beyond having different points of view ~ we have begun to dislike and isolate ourselves from those who disagree with us. We’ve become so divided that we’ve lost our ability to discuss, debate and argue in a dignified way. It seems that we can no longer have differing points of view without it quickly spiraling into personal attacks and becoming offensive toward one another. I call this phenomenon “The Either/Or Syndrome”. How this translates as a practical matter is, “it’s either my way (which is right), or it’s your way (which is wrong)” and there’s no room for anything else. We no longer look to find common ground and discover what about what the other person’s thinking may be, and whether or not it has value for consideration. It’s take it or leave it, and if you leave it, you’re an idiot and I’ll let you know that, too. We have become unsophisticated, awkward, mean and sometimes vulgar with one another with whom we disagree.
Disagreement and debate are at the foundation and traditions of our culture. It’s what has allowed this country to grow and thrive and keep itself in check for centuries. Yet that very quickly is disintegrating right before our eyes. President Bill Clinton shared a snippet from a book he read called “The Big Sort” in which he pointed to this dilemma for us as a nation. He says:
“I read a book a couple of years ago that I recommend to people all the time called “The Big Sort” by Bill Bishop who is a journalist and as it happens a pretty progressive Democrat from Austin, TX. And what provoked him to write this book was his neighborhood in Austin lost its only Republican neighbor. And he loved this guy. And he talked about how their kids played together, and they took walks together. And how much he learned from their arguments, because they didn’t see everything the same way and how much it meant to him to know there was somebody he liked and respected and cared for that he could actually have an honest discussion where neither one of them would be completely predictable. But, he said, I was the only one of our neighbors who was nice to him.
Now in their neighborhood in the 2004 presidential election Senator Kerry defeated Pres Bush 3–1. So the republican guy moves out and moves into another neighborhood in Austin, TX where President Bush defeated Senator Kerry 4–1. And Bishop said, you know both of our neighborhoods were poorer for that. He pointed out that in 1976 when Jimmy Carter and Gerald Ford had a razor thin election, which by the way, ultimately culminated in a lifetime friendship between the two of them and lasted until President Ford passed away. But anyway, in that election ~ a 1% election ~ only 20% of America’s counties voted for one or the other of them by 20% or more. Which meant that in 1976, you could go into any coffee shop or hair salon or barber shop or bowling alley and have a conversation with people who didn’t necessarily disagree with you about what was going on in America. By 2004, when President Bush won the closest re-election margin of any President since Woodrow Wilson in 1916, 48% of our counties voted for one or the other of them by more than 20%. That much movement.
So he said you know America’s making real progress, this Bishop guy said, we’re not as racist as we used to be, we’re not as sexist as we used to be, we’re not as homophobic as we used to be. The only bigotry we have left is that we just don’t want to be around anyone who disagrees with us.”
The link https://youtu.be/5rjOSfYc5yA
My guess is that you’ve experienced what Clinton is referring to. We don’t talk and discuss anymore. We speak and don’t listen. And somewhere in all that we miss the opportunity to discover our amazing ability to come to an agreement that’s workable for everyone. It’s as though we’ve taken on a childish style, “if I don’t get my way then I gotta’ make sure you don’t get yours.”
Everyone is familiar with the biblical story of King Solomon and the two women who had a baby and couldn’t decide who the baby belonged to. The King, in frustration offered his solution and told them they would just split the baby in half and share it. It was his way of showing them the absurdity of not being able to work it out or come to some acceptable solution. It seems that we are unwilling to consider any alternative other than “I’m right”.
The solution to this, for us, lives in our ability to have a conversation in which we consider the other’s point of view as valid. Not right or wrong, just valid. In fact, just as valid as our point of view. And from there to begin to see what’s possible in a dialogue that is focused on what’s possible as the end result. Right now our elected officials sit at a cool 15% approval rating mostly because they don’t seem to get anything done and this is because they disagree and won’t have the tough discussions that need to be had to get to a place where they can agree. So the conversation shuts down, and just like children they take their marbles and go home. We can’t let it be resolved as Bill Bishop, author of “The Big Sort” said, “The only bigotry we have left is that we just don’t want to be around anyone who disagrees with us.” It must start with each of us taking a stand to transform the conversation and return to civility.
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