During the WTIA’s first annual workforce event on May 22, Windsor Lewis from Concur technologies referenced Maslow’s Hierarchy during a spirited panel discussion around employee compensation. I called my parents later that night to let them know that their 8+year investment in Jesuit education did not completely go to waste because this esoteric concept was covered in one of the few classes I didn’t skip!

Maslow’s Theory suggests that the most basic level of needs must be met before an individual will strongly desire (or focus on) higher level needs. As I reflected on Windsor’s comments, I thought about how Maslow’s theory could be applied to almost anything that requires personal or professional development, including management.

MANAGEMENT and THE FUNDAMENTAL NEEDS

Strategic Vision and Execution

I believe that the most fundamental need of a manager is strategic vision and execution, however, with one caveat. These are actually separate skills!

Even with great strategic vision a manager may not be successful. Meeting timelines, deploying resources, and monitoring results are critical execution elements of any strategic plan. When vision and execution co-exist, managers maximize their ability to achieve favorable results on a consistent basis.

I love to use the gym analogy to illustrate this concept.  It is very easy to formulate an idea that you want to lose 15 pounds, but it is much harder to develop a plan and actually go to the gym (That is no joke…. America is the fattest country in the world!)  A successful weight loss program, like any good business strategy, will include focused planning, time management, consistency, discipline, hard work and measurement.

Emotional Consistency

Have you ever worked for a boss that is all over the place and you never know what to expect on a daily basis?  Of course … we all have, and it is really fun to complain about them!

What is often missed in the venting process; however, is the notion of how damaging erratic behavior is to an organization. Establishing “rules of the game” allows managers to set clear operating parameters for their direct reports. Consistency in the application of reward and discipline is essential for building trust and respect amongst team members.

Communication

Good communication could be the single hardest thing to achieve in both professional and personal relationships. Of particular interest to me,  is how and when to use different communication mediums especially in the modern era! Managers in the 1970’s didn’t have to respond to emails, texts, cell phones, and direct phone solicitors. What ever happened to face-to-face meetings?

My general strategy is to limit the total emails and texts I send and use these written mediums to provide detailed instruction only. Any important conversation, especially those around people and/or unmet expectations should occur either on the phone or in person.

I was part of great customer service training when I worked at the Seattle Storm in my early 30’s. The instructor, Pete Winemiller, verbally asked people to touch their nose.  As he was providing that instruction, he touched his face rather than his nose. Almost everyone in the audience touched their face, not their nose.

This was his “proof” that physical communication including hand gestures, body language, and eye movement was far more important than what was actually said.

Check out the WTIA Blog next week to read my take on management and the higher level needs.