We are all familiar with the “Sell ‘n’ Tell” approach to communicating change messages, and we know to think in terms of the WIIFM (what’s in it for me) for our audiences. But do they always “get” (or want) the WIIFM we offer?

Maybe not.

A trip down Maslow’s Hierarchy of Needs can provide a roadmap of the different “what” that people may be after.

Quick Primer on Maslow’s Theory

Each stage represents a type of motivation. People move through the five stages: satisfaction of one, in most cases, precedes advancement to the next level. The process is fluid, and applies to all motivations, not just motivations in the workplace.

Level 1 – Survival Needs

Many organizational-behaviour theories will tell you that money does not motivate, but the almighty dollar falls into this category when people are actually “working to live.” Others may be able to completely satisfy the higher-level needs outside of work. It is dangerous to assume that those in lower-paying jobs are more motivated by money, but this may be a significant driver based on the individual’s economic situation.

Worth noting: Most people would say “yes, please” to offers of making more, but past real survival/subsistence levels, you can often find needs to which people are more responsive. (See Level 4 for more discussion on dollars.)

Level 2 – Safety Needs

Similar to the Survival Needs, we are focussed on avoiding adverse situations. The threat of job loss is a reality for occupations in certain sectors today. Given all that we read about the shortage of skilled labour, there are likely other areas to explore that will allay this fear, though they may demand a significant career shift.

Worth noting: In a very real sense, actual on-the-job safety falls here. Concern for safety should be a focus for all process improvements.

Level 3 – Belonging Needs

With Belonging Needs, we enter the murky waters of emotional motivators. These stem from feeling included, which can involve being “in the loop” or feeling part of a team. Many people will look to the workplace to satisfy these social needs, at least partially. Workplace cliques develop around any condition that creates an “in group.” These can be based on similar jobs, approaches or interests, for example.

Worth noting: No clique or team will “include” everyone. Some people aren’t necessarily looking for this inclusion from the workplace. Also, efforts to recognize an individual will not be well received by those whose overriding drive is to “fit in.”

Level 4 – Ego/Status Needs

The necessary “out group” that stems from the Belonging-driven motivations may actually serve to fulfill this set of needs. (Recall Woody Allen/Groucho Marx’s refusal to join any club that “would have me as a member.”) There tends to be a negative connotation to “ego” in the workplace, but ego is pervasive in reality.

Worth noting: Money, as a means of keeping score, can come into play here. Also, extreme care should be taken in introducing changes that require employee education. Having to learn something new can be a direct affront to the ego, and can hinder overall motivation and involvement.

Level 5 – Self-Actualization Needs

The pinnacle of Maslow’s hierarchy transcends the “What’s In It For Me” and enters the altruistic world of the greater good. This may come from our personal set of values, or from such wider trends as corporate social responsibility and environmental sustainability.

Worth noting: In certain situations any of us can act with a larger purpose in mind. I have written before about playing to the selfish nature of individuals, but it is much too cynical to discount this set of needs altogether. People can really surprise you here!

As Always, What Do I Do? Like all theories or guidance in effectively motivating workers, never forget that people are individuals. Here are some additional things to keep in mind:

• Money is not everything, but may well satisfy higher-order ego needs;
• Belonging and not-belonging may be equally desirable;
• Providing “team recognition” can straddle belonging and ego needs;
• Giving the opportunity to self-actualize may be a matter of positioning the message in a larger context.

NOTE: Many rewards are entrenched in organizational policies and procedures, but, in practice, there is an opportunity for leaders at all levels to personalize their approach. I welcome examples from readers who have had success or challenges dealing with others up, down or across the organization.

This originally appeared in the May 2008 e-Newsletter for the Canadian Supply Chain Sector Council (www.supplychaincanada.org).

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