This is quite likely an academic exercise because most of us do not have the resources to give away money, even if it is viewed by some as a good investment toward motivation of team members. 

The ability to use money as an incentive usually rests with a comparative few within the organization.  So, though in your current position the discussion may be of little practical value to you in the strictest sense, it may be of interest and it may be helpful in understanding and utilizing Maslow’s theory in other situations. 

Once we understand that others’ needs provide buttons we can push to motivate them toward certain goals, we can progress in a somewhat calculated way designed to increase the odds of success.

Now, if that sounds negative, control of others, pushing buttons, et cetera, let’s be honest about what leadership is.  Our objective is to achieve a set of goals we have signed on to achieve and it is our job to help others achieve those goals when they have signed on to do the same. 

In response to a question I was asked recently, this is an edited version of part of a leadership course I developed some years ago.  The course was delivered in seminar format so there is a lot of support material, delivery, and discussion not included here.

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The most common question when dealing with others’ behavior, is “Why?”  The longer version is “Why did they do…” Parents ask it of their children, coaches ask it of their players, supervisors ask it of their subordinates, and we all ask it of each other.The second most common question asked is “How?”  That is, “How do I get them to do it differently — the way I want them to do it?” Obviously the two questions are related, and the answers are, also. 

Consider the following. 

Think of this one, at least initially, as a short piece regarding one aspect of time management.  Let’s discuss “Hurry up and wait.” 

The statement is usually, if not exclusively, used in derogatory fashion, and generally by those who do not know the planning process for the situation at hand. They consider themselves to be “merely cogs in the gear” as if they weren’t important. Of course, when properly informed, they realize that without cogs, a gear is useless, but that’s another issue.

Back to those 20 boxes you need to store, and the consideration of only two resources we need to manage at the moment, space and money.

We get a break – all 20 boxes are the same size and shape – a trucker’s dream.  This should be cinch.

In deciding to go horizontal, using lots of floor space, or to go vertical, using less, you, the manager have to make a decision that entails some considerations other than box size and shape.   You don’t get all the breaks.

Welcome to my effort to discover how my thoughts on management and leadership may have changed over the years.  I intend to write as a method of discovering new ideas as I resurrect the old.  I’m thinking it may be an interesting exercise, and it is all because a young man whom I recently met and worked with for a week has sparked the flame.  One just never knows where inspiration will come from. 

So, what’s this about management and leadership anyway?  There are surely enough books out the on the subject.  Too many, in my opinion.  Lots of rehash going on out there as writers and publishers rake it in.