"My only real motivation is not to be hassled; that, and the fear of losing my job. But you know, Bob, that will only make someone work just hard enough not to get fired."

-Peter Gibbons, in the movie Office Space

I love watching the movie Office Space and the TV show The Office, not only for the great one-liners that we repeat over and over again, but because the writers are so accurate in depicting the worst of corporate culture while making us laugh about it. In the lines above, Peter perfectly echoes the sentiment that downtrodden employees feel when dealing with too many bosses, senseless bureaucracy, or leaders who just don't get it. Managers would learn a lot from watching this and other scenes--they could stand alone as entertaining "what not to do" training videos.

Anybody who takes a seminar on motivation learns about Maslow's Hierarchy of Needs. Basically, the theory is that there are increasingly sophisticated levels of human needs starting at "physiological" (at the base of the pyramid) and ending with "self-actualization" (at the top), and that we must have lower needs met before we can address higher level needs. So, once you've had your basic survival needs met, you can tend to your security needs, then to social needs. Next, you can develop higher self-esteem and respect for others. At the top of the pyramid, you are able to be innovative, open to new ideas, at peace with "what is," and moral in your decision making.

While this is a complex theory, there are simple takeaways that we can use every day with the people we encounter. Here's my favorite one: As long as you offer bottom-of-the-pyramid incentives, you're likely to get bottom-of-the-pyramid results. Want people to be more creative problem solvers? Don't just offer them cash if they succeed or threaten their job if they don't--both money and employment are security needs. While those needs must be fulfilled, they are not effective incentives when you want someone to perform at the top of the pyramid. Instead, you'll get effort like that given by Peter Gibbons, the lead character in Office Space.

If someone who normally operates at a high level seems to be struggling to put forth the effort you're accustomed to seeing from them, one of two things may be going on. One of their lower needs may not be fulfilled, and they are choosing to direct their energy towards fulfilling it. This person may also be feeling guilty or frustrated, because they know they could be performing better. Another possibility is that they no longer have the stimulus to operate at that higher level. This happens when someone who consciously seeks out challenges sees no more worthwhile challenges ahead.

Instead of resorting to standard cash and promotion incentives for performance, consider the variety of things you can do to fulfill the needs at higher levels. Some examples:

- Connections (social need): personal introductions, peer coaching, membership in a professional trade organization, company-sponsored social events and interest groups, and personal notes of congratulations.

- Respect and opportunities to contribute (esteem need): community service projects, exposure to customer feedback, being asked to make a presentation based on findings/expertise/etc, regular recognition meetings and ceremonies, and peer recognition programs.

- Growth (self-actualization need): being asked to tackle new challenges that encourage personal growth, professional coaching, increased authority, access to information, and participation in high-level forums.

There are many other ideas out there, and I'd love to hear about the unique incentives you've given and received. I hope you'll take a moment to add a quick comment.

May the people around you enjoy the beautiful view we all can have from the top of the pyramid...Cheers!