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Why are some team members highly
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motivated while others seem disengaged?
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The difference often isn't about
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ability. It's about human needs. In this
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video, we're going to explore Maslo's
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hierarchy of needs, one of the most
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influential theories in psychology. We
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will look at how you, as a leader or
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project manager, can use it to motivate
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your team and create a healthy,
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high-performing work environment. Let's
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begin with the basics. Maslo's hierarchy
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is usually shown as a pyramid with five
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levels of human needs. The idea is
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simple. We all start from the bottom and
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move upward as each level is fulfilled.
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People are motivated by whatever need
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they currently lack. Once a need is
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satisfied, motivation shifts to the next
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level above it. Now, let's walk through
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each level and see how it applies to
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realworld project management. At the
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base of the pyramid are physiological
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needs. These are the essentials of life
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such as food, water, sleep, and rest. In
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a professional setting, this means
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providing fair pay, reasonable hours,
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and a comfortable workspace. If someone
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on your team is constantly working late,
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skipping lunch, or losing sleep over
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deadlines, their performance will drop
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no matter how talented they are. Before
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expecting high productivity, it's
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important to make sure those basic needs
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are met. Encourage your team to take
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breaks, set realistic deadlines, and
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maintain a healthy work life balance.
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It's difficult to focus on goals when
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people are running empty. Once the
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basics are taken care of, the next level
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is safety. This includes physical
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safety, job security, and emotional
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stability. In a project environment,
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safety means having clear roles,
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consistent leadership, and trust within
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the team. Imagine your organization is
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going through restructuring. People may
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begin to feel anxious about their jobs
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or uncertain about their
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responsibilities. That kind of anxiety
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can lower morale and reduce performance.
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As a project manager, open communication
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is key. Be transparent about changes,
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provide clarity, and be consistent in
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your leadership. When people feel
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secure, they can focus on producing
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results instead of worrying about the
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future. The third level is about
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relationships and belonging. Humans have
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a natural need to connect, to be part of
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a group, and to feel supported. In a
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project setting, this translates to
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teamwork, collaboration, and inclusion.
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When people feel like they belong, they
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engage more, communicate better, and
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solve problems faster. But when someone
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feels isolated, their motivation
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declines. Imagine you have a new team
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member who doesn't yet feel included. If
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no one reaches out, they may hesitate to
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contribute. You can change that by
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pairing them with a mentor, involving
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them in key discussions, and
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acknowledging their efforts early on. A
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sense of belonging builds trust and
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psychological safety, both of which are
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critical for teamwork and innovation.
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Once people feel connected, they begin
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to seek respect and recognition. This is
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the level of esteem where individuals
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want to feel valued and confident in
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their abilities. In the workplace,
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esteem is built through constructive
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feedback, appreciation, and
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opportunities for ownership. For
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example, imagine a team member who
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completed a major milestone successfully
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but received no acknowledgement over
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time. That lack of recognition can
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reduce motivation. As a leader, take the
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time to recognize achievements. Say
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thank you in meetings, celebrate
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accomplishments publicly, and give
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credit where it's due. People who feel
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appreciated are more engaged and willing
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to go the extra mile. At the top of the
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pyramid is self-actualization.
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This is when people strive to reach
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their full potential. They are motivated
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by creativity, autonomy, and purpose. In
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a project setting, this might mean
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taking on new challenges, exploring
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innovative solutions, or leading a new
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For example, you might have a high
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performing team member who wants more
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responsibility or the chance to lead a
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sub project. Supporting that ambition
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not only helps the individual grow but
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also strengthens your team. When people
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operate at this level, they are driven
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by purpose. They are no longer working
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only for a paycheck. They are working to
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make a meaningful impact. So, how does
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Maslo's hierarchy apply to project
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management? First, motivation is layered
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and constantly changing. Everyone on
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your team is at a different point in the
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hierarchy. One person may be focused on
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job security. Another may be looking for
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recognition and someone else may want
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creative freedom. Understanding where
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each person stands helps you lead with
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empathy and precision. Second, external
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rewards like raises and bonuses only go
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so far. They can satisfy the lower
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levels such as basic and safety needs,
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but true motivation comes from
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belonging, respect, and personal growth.
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Finally, when leaders address human
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needs across all levels, they create
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high-erforming teams that are loyal,
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collaborative, and resilient. Before we
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wrap up, here are a few tips for
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applying Maslo's hierarchy in your
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workplace. Start with empathy. Take time
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to understand what your team members
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need, both personally and
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professionally. Build psychological
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safety. Encourage open communication and
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make it safe for people to share ideas,
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ask questions, and admit mistakes.
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Empower growth. Give team members
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opportunities that align with their
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interests and aspirations.
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And finally, create purpose. Help people
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see how their daily work connects to a
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bigger mission or goal. When you focus
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on people's needs, you naturally improve
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performance and strengthen your team's
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sense of purpose. Maslaw's hierarchy of
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needs is a timeless reminder that people
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are at the center of every project. When
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leaders understand what truly motivates
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their team, they can create an
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environment where everyone thrives. So,
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take a moment to think about your team.
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Where do you think most of them are in
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the hierarchy right now? And what can
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you do to help them move one level
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higher? If you find this video helpful,
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please like this video, subscribe to
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PMASPrint, and visit pmasprint.com for
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more practical tips on leadership and
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project management. Thanks for watching,
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and I'll see you in the next video.
