80. Motivation Triggers Part 1 - Human Needs

Hey, my friend, welcome back to leadership in a nutshell where we're cracking the code of the driven mind, just like we have you and I together. I'm your host, Kenny Chapman. I'm super pumped to be with you. The next two weeks I'm going to kind of do a two part series. So we're going to do today episode 80, Motivation Triggers. This will be part one, Human Needs. Okay? And so just bear with me, today I'm going to talk about needs. And then next week in episode 81, I'll come to you and we'll dive into career needs specifically. And what we're going to find is they're probably playing together a fair bit. But what we know is that in the labor market, in the influence market, in the different things that we continue to face in our businesses, the challenges, the choices, the opportunities, what we need to do is really continue to ask questions and uncover what is motivating people. What are those triggers? How are they showing up? So, so today I just want to share with you, and you may have seen me, back in September, I did a breakout session at Service World around some of this topic and I had such great feedback during and after that event that I thought, hey, well, let's break it up and let's have a couple weeks of chatting through this here together. So if you were there with me, I would encourage you to stay tuned and see how it's different because that's been a long time since I recorded that long time in my world. I've slept many times since then. So today's going to be a little bit different content based on my understanding and reality of right now, today. So let me ask you a question. What motivates you as the leader, as an owner, as a leader in the business, Regardless of your position, what motivates you? And if I had you in front of me, we could talk about it. Maybe it's money, maybe it's time off, maybe it's vehicles, maybe it's a specific destination vacation or something along those lines, right? So different things motivate different people. And I could ask your team the same thing and the team that you are leading and we could go to them and say, well, what motivates you? And the reality is, and one of the first things we need to understand is sometimes those are different, right? When we get to a higher level of consciousness, sometimes they can be different. Well, I want more money. I want a different vacation. I know for the lovely Christy and I, we started out doing, you know, big, big cruise Ship travel years and years ago. And then we went to little smaller, luxurious cruise travel, and we did a few of those in different places. And then our most recent boat trip was just us and one other couple who happened to be very good, dear friends of ours that happened to be clients as well. And it was just the four of us and captain and a first mate who happened to be the chef as well. And we toured around the Bahamas for a week, just us on a boat. And so I still want to be on a boat, but how I want to be on a boat has shifted and changed, Right? And so these things kind of evolve and change. And we've got to continue asking the question. Now let me ask you another question. What frustrates you? Like when you go, oh, man, well, so then it would just be all, oh, well, you know, the reality is what we're talking about frustrates me. Kenny, trying to figure out what motivates people, that's frustrating in and of itself, right? Well, that's one of the reasons that we have our episode together here today. And there's all kinds of different things. We could create a list and we're not going to take the time here today in our short snapshot together. But, you know, we could also ask your team what frustrates them. And what we want to realize is sometimes when we ask them what frustrates them, or we get an understanding and better clarity about what frustrates them, then we can understand when we solve that frustration, we also motivate them. So when we solve pain, when we solve challenge, when we solve frustration in general for people, a lot of times that's very motivating for them. So you have to ask yourself, how am I solving some frustration for my team rather than a lot of times we go, man, what frustrates them is frustrating me, and therefore they are frustrating me. And then we go into this different cycle In a few episodes, I talked a little bit about victim mentality, so I won't go there today. But I just encourage you to realize we've got to get some clarity here. We've got to really take responsibility of human needs and how it might show up in the business. So when we think about what are human needs, and you could come up with your own list. And I know that there's all kinds of different things that come into play here, but the reality is there's love, there's connection, there's belonging, there's contribution. Right? There's a lot of different things. And I'll talk a little More on this in a moment. But realize there's a lot of those things, then I go, okay, cool, those are human needs. But what about career needs? Right. So what are some of the career needs that we might hit? Well, I'm going to talk largely about career needs next week in episode 81 and I'm going to give you a five part plan and some different things to avoid as well next week. So today we're kind of laying some groundwork and running through some things and getting some clarity. But the fact is that we have human needs and we have career needs. But the question I have for you is can you keep them separate? Right. So we live in a world where career and personal life is muddier water than it's ever been. They're so interchangeable. You know, if you have an office environment, a lot of people have a hybrid situation. Some people work from home non stop. The lines have gotten blurrier and blur courier as technology has come more and more into play. And then obviously we have the pandemic challenge that really forced a lot of creating gray lines rather than black and white between personal, career and human needs. Right. So I would challenge you to answer for yourself. Can you keep them separate? You might know me well enough if you've been listening for a while. If you're not, if you haven't listened for a while, welcome to leadership. In a nutshell, I'm honored that you're here. I would love it if you gave us a like a rating review and share some feedback and share this episode with somebody or at least the overall podcast as we grow our following. But I just want you to realize I don't believe you can keep them separate. I think you have one human experience and within that human experience you have needs. And some of them are personal needs and some of them show up as career needs. But at the end of the day, they are all human needs. So yes, I'll talk about how the business can impact and help those next week, but right now I just want you to realize one big question and this is one of the things I really want you to think about and resonate today. So write this down if you're driving, just don't pause the episode because you might not come back, you might get distracted. I can't have you getting on social media. But the reality is. Just write this down or make a mental note to come back and write this question down. But here's the question I want you to answer for yourself. Is my company fulfilling basic human needs? Is my company fulfilling Basic human needs. Is my leadership team fulfilling human needs? Am I as a communicator? How am I addressing human needs? Because this is not the 50s, 60s, 70s, 80s, where it's like, hey, guess what? Your life sucks for 8 hours a day or 10 hours a day. And then you get to go home and have a rewarding human, human experience when you're not at the office, when you're not in the factory, when you're not doing. No, that's not the world we live in. And it's going to be less and less. And as you know from recruiting challenges, as you know from the talent pool, it's more important than ever, first of all, hopefully, just because you're a great human being and you care about humanity. But the bottom line is companies must begin meeting human needs at a higher level if you're going to not just survive, but thrive in the new economy, in the new world, in the new recruiting situation, in the new retention. We're very blessed in the trades. I'll talk more about that in the upcoming episode next week where I'll talk more about how the company addresses these. But let's just stay on this human needs topic for a moment. And I would ask you to like, okay, well, it doesn't matter to me whether your company is meeting or isn't. I hope it is on some level for you and your team, but right now it's just an awareness. And we go back a couple episodes ago when I was talking about accepting reality. The fact is, it is what it is and you either are or you aren't, but now you have some awareness about it. And one of the other levels of awareness I want to get you to explore here is Maslow's hierarchy of needs. And many of you may have heard of this before. Some of you may have seen me teach this when I wrote the first version of the Six Dimensions of Change book, which now, if you haven't listened or read Six Dimensions of Change 2.0, I encourage you to get that. I built that original pyramid pyramid based on kind of some of the thoughts around Maslow's hierarchy of needs. And I don't buy into everything, but Abraham Maslow was a Russian psychiatrist that in, I think it was 1943, came up with this kind of, here's a hierarchy of human needs. And I think sometimes we skip over it because, oh, I'm blue collar and I'm just from the trades and so I don't think about the white collar psychology stuff. Guess what? We're not talking about White collar psychology stuff. We're talking about humanity and we're talking about what drives human behavior. And so yes, this very intelligent individual came up with a hierarchy of needs. And he said, you know, at the fundamental core level we have a physiological desire like I've got to be able to breathe, I've got to have food, I've got to have water, I need a certain level of sleep, right. I've got to have my basic human needs met at that core level physiologically. And if you're listening to this, the reality is you don't spend any of your waking time really thinking about that level because we're gifted in the U.S. canada and Australia. That's kind of a given. I mean, you cannot have a place to live and you're still going to have some of these needs met. And so in a progressive minded individual such as yourself, you really don't think about this much. So I'm not going to spend much time there. I'm just helping you realize that is a core human need. If we don't have that, we will do what we need to do in order to, to have that. And then we move up to what Maslow called the safety level. And so in the safety level now I need security and I need security in my body and employment. I need resources, security in my family and my health in property. That's when I really, I might start a family, I might try to purchase a home or have a good place that I'm renting. I want to take care of myself, I want to get a stable job, right? And so there is when we really start bringing the company in, into play on this of like, okay, how secure does your team feel? Yeah, you might be a company that changes a lot. All the companies I'm involved in, whether I'm coaching them or they are my own companies, I definitely, we create and facilitate a lot of change. But in that change we try to help our team realize that we are very, very stable and we are not going anywhere and we have nothing but, you know, stability for the team that wants to play the game in the way that we want to play the game and is willing to evolve and change as things evolve and change. So the reality is there is safety there. So even if you're a changing organization, you can still communicate that. Then we go up another level to what Maslow called the love and belonging sector. And that's where I started going, okay, I got the box checked, I've got, my health is okay, I've got a place to Live. That's good. I've got some family that I'm getting rocking. I've got, my employment is secure now. I want some really good friendships, I want a deeper connection with my family. I want a little more belonging in the world. I really want to kind of hang out there a little bit. And once I have those met then we go up another level to what he called was the esteem level. Now I really, now I'm looking for my self esteem, I'm looking to elevate my confidence. I want to have a level of achievement in the world. I'm looking for the respect of others and I want to be respected by others. And so as we really there's a lot of this area, these two, the love, belonging, esteem areas of Maslow's hierarchy where companies have a massive opportunity but we're not focused on it, we're not realizing well man, my team wants some love and belonging, they want some friendship, they want family connection. But I've got them on call working all the time. That's not going to work. Well, hang on. They have some esteem needs, they want confidence, they want achievement, they, they want self esteem, they want some respect. But I'm not giving them training, I'm not giving them education, I'm not coaching them, I'm not working them through a process. Right. So we've got to address that and be mindful of that as a company. Again, more on this next week, so stay with us. And then the top level if you will, of what Maslow's hierarchy of needs is what he called self actualization. And this is really the pinnacle to human needs. So once I have all that stuff like okay, cool, I've got a great career, I've got a great family, I'm confident, I'm rocking the world now. Now when I get into my self actualization where my morality shows up and my creativity, my problem solving, I don't have prejudice. I'm able to just accept what's going on without identifying and creating pain around it because I accept others, I accept their belief systems, I accept myself, I accept who I am and my belief systems and understanding how these different things show up. And so the reality is, is your organization allowing for any of those types of things? That's what it's really all about. We've got physiological, we've got safety, we've got love, belonging, we've got esteem and then ultimately we have self actualization. What we see, companies that really get this both in our industry and out of our industry, they really understand what's going on here and they build their positions, they look for unique ability, they foster unique ability. They empower team to create their own self actualization through the career. That's ultimately the goal. That's the companies that I want to create and that I want to facilitate for my own team to be able to have their creative expression. So now what? Well, now I'm going to get you out of here because we only keep these episodes of 15, 16 minutes or so and I want you to come back next week where we're going to talk about five ways that we can address these needs through the career. That's what it's all about, my friend. I'm Kenny Chapman, your host. Leadership in a nutshell. Part one of two of motivation triggers. This week, human needs. Next week, career needs. I want to thank you for being with me. Please like this, Share this, Rate this, review this, give it to somebody that needs it until we talk. Make it a better than fantastic week. I'll see you real soon. Thanks everybod Sam.