Do you know about Maslow's Hierarchy of Needs? If not, take a moment to read up on it. In essence
Maslow's Hierarchy of Needs describes human motivation in terms of a pyramid-shaped hierarchy of needs, arranged in order of importance and priority.
The pyramid has five levels: physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs.
[MOST RELEVANT FOR THIS BLOG] The theory suggests that people must meet their needs at the lower levels of the pyramid before they can achieve higher-level needs, such as self-actualization. I repeat, people must first fulfill their basic needs, such as food, water, shelter, and safety, before they can focus on meeting their next higher-level needs. Once lower level needs are met, individuals may begin to pursue higher-level needs, eventually to achieve self-actualization, which is the desire to reach one's full potential.
Introducing The Maslow Pyramid for Managers:
Drawing inspiration from Maslow's pyramid, this skills hierarchy emphasizes the importance of mastering fundamental skills at the base before progressing to skills that generate long-term sustainable value at the top. Managers are best served by focusing on developing their basic skills first before advancing to higher-level skills.
Execution and Decision Making: At the foundation of this hierarchy lies Execution and Decision Making, critical skills for any organization's survival. These skills enable managers to be execution powerhouses, overcome obstacles, and deliver projects on time. With mastery of these skills, managers can monitor and manage their focus areas, maintain quality standards, and make informed decisions.
Ownership and Outcomes: Next up is Ownership and Outcomes, which becomes a dominant focus once a manager has mastered Execution and Decision Making. This skill involves having a deep understanding of the organization's strategy, tuning into the voice of the customer, being well-versed in relevant (internal / external) data and success metrics, and applying design thinking principles to solve customer problems. Managers who excel in these skills can set priorities for their area, allocate resources effectively, manage costs, and lead their teams through annual planning cycles. They are also adept at interpreting key near-term trends and directional data to drive positive outcomes for their areas and teams.
Leadership Development - The third level of managerial skills involves Interpersonal skills and Leadership Development. These skills encompass stakeholder management, team leadership (even when not having direct reports), cross-functional communication (both written and verbal, across all levels of the organization), and driving alignment. Additionally, mastery of difficult decision-making through principled discussions and thriving in ambiguity is crucial. Managers who excel in these skills grow to become thought leaders of their group, actively guiding the strategic direction at larger levels, and investing in other thought leaders on their team (including succession planning).
Culture Carriers and Builders: Excellent managers act as carriers and builders of organizational culture, shaping the culture of the organization one day at a time, one person at a time. They achieve this through their daily decisions and experiences that evolve into habits that then evolves into culture. Even seemingly basic practices like starting meetings on time shape culture. Through empowerment, autonomy, accountability, and course correction, they cultivate empathy for users and take right decisions to support customers' success. They encourage transparency in communication, organize ideation sessions, sponsor hackathons, and conduct all-hands (AMA) meetings, all of which contribute to a positive engagement culture.
Long Term Strategy: And finally, there are the chosen ones, the ones who see beyond the present and embrace the potential of what a company or opportunity can be. These managers focus on long-term strategy, realizing the full potential of their vision by designing innovative solutions, incorporating customer and technical insights, leaning in on mergers & acquisitions, and pursuing strategic impact relentlessly. At the core of their strategy is a deep understanding of who, what, why, and how, with clear product vision and quantifiable goals guided by principles and a northstar. Success is painted in vivid detail, and organizational and cultural factors are considered when making trade-offs. And above all, these managers learn from their experiences and iterate in the short term to achieve long-term success.