Commentary: What goes into creating a motivating environment?
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People are the most important asset of any organization. Many accept their positions looking for new experiences, advancement opportunities or the basic desire to do something different. Personal and professional goals play a key part in how they target positions. I think we, as leaders, can create motivating environments where members of Team Hill can fulfill their personal goals while simultaneously achieving the Air Force mission. Let me convey my thoughts on creating a motivating environment using Abraham Maslow's model of the Hierarchy of Needs.
Physiological: We should ensure that the workplace provides an environment where team members can satisfy these needs by providing things such as adequate work space, conditioned air and ergonomic furniture. For example, I have seen workers go home early because the building temperature was too hot or too cold. My ergonomic chair has kept my lower back in good condition and pain-free since I've had it. It's easy to lose motivation when basic physiological needs aren't met.
Safety: The motivating environment should be free from duress and maintain a sense of stability. We should eliminate all forms of harassment in a motivating environment. To truly operate at the safety level, the team must embrace diversity and differences among the team members. I've worked on teams that were very nonproductive due to the hostile environment that senior leadership allowed to propagate. On the other hand, I've worked on teams where the work environment was fun and free from fear. As a result, team morale was high and so was productivity.
Belongingness: The motivating environment should promote a team atmosphere where individuals often feel valued. It is through instinct that many belong to groups and interact with others who have similar ideas and values. The team building events that I've participated on have always been rewarding and worthwhile; mostly because I learn more about myself. I try to get to know my team members as much as I possibly can. It is much easier to create a motivating environment if you know your team's personal goals, needs and drives.
Esteem: This level is concerned with an individual's self worth within the work environment. How do we boost the self-esteem of other team members while accomplishing the mission at the same time? We should give continuous positive feedback to each other. I believe that we should go out of our way to look for reasons to praise instead of reasons to criticize. We should show our appreciation often. Like most people, I thrive on praise no matter where it comes from -- family, co-workers and yes, my boss.
Self-actualization: Individuals operating at this level are concerned with being true to their own nature in self fulfillment of their capability. Self-actualized people can accept themselves for who they are and their shortcomings without real trepidation. I believe that self-actualizing team members must have the authority to act autonomously when the situation demands it. Self-actualizing people may appear to be disengaged when in reality they are concentrating on solving the problem.
I am very fortunate to have several people in my squadron that operate within the self-actualization level. They need very little guidance and are willing to take on the challenges of the day with confidence. My self-actualizing team members know that they're empowered to do great and wonderful things. Their egos are in check and they're willing to share their knowledge with other team members. They love their job and life in general.
We can build motivating work environments by helping our team members meet their basic human needs. People are the most important asset of Team Hill. It is through motivated people that we accomplish great and wonderful things.
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