The Six Human Needs—A Blueprint for Real Motivation
- Eduard Lopez
- May 27
- 3 min read
If there’s one thing I’ve learned in my years of leading teams, it’s that people are not machines.
Each of us comes to work with a unique set of needs, hopes, and motivations. And while money is important, it’s only one piece of the puzzle.
Tony Robbins describes Six Basic Human Needs: certainty, significance, variety, love and connection, growth, and contribution. When I first heard this framework, it resonated deeply with what I’d seen in my own teams. And research supports this: a 2022 McKinsey study found that employees who feel their work is meaningful are 4.5 times more likely to be engaged.
Let me share a personal story.
Years ago, I was leading a fast-growing team in Romania. We were under intense pressure—new customers, tight deadlines, everyone working overtime. In the middle of this chaos, one of my key managers came to my office, asked to talk to me, and closed the door. I felt something really personal was happening: she told me she was pregnant.
In that context it meant she was going to be away for one to two years. Because her awareness of the critical situation the team was going through, she was nervous, somehow expecting a negative reaction from my side.
Instead, I cheerfully congratulated her and assured her we’d find a way to manage.
What I didn’t show her was my own anxiety—how would we cope without her? But I knew that my reaction in that moment mattered more than any bonus or pay raise.
Years later, she told a colleague how much she appreciated my support. She came back after her maternity leave and continued to be a top performer. That moment had nothing to do with money. It was about connection, trust, and respect.
So, how can we as leaders fulfill these six needs for our teams?
Certainty: Yes, fair pay matters. People need to know they can support their families. But certainty also comes from clear expectations, stability, and trust.
Significance: Recognize achievements. Make people feel seen and valued for their unique contributions.
Variety: Offer new challenges, opportunities to learn, and different types of work. Keep things interesting.
Love and Connection: Build real relationships. Listen, support, and show empathy. People want to feel they belong.
Growth: Invest in development. Give people the chance to learn, stretch, and advance.
Contribution: Connect daily work to a bigger purpose. Show how each person’s efforts matter to the team, the company, and the world.
Here’s the practical part: You can’t fulfill these needs if you don’t know your people.
Take time to listen. Ask about their goals, fears, and what excites them. Build trust so they feel safe sharing what they really need.
Too often, managers fall back on money because it’s easy—or because they don’t know what else to do. But as research shows, financial incentives only create short-term spikes in motivation. Sustainable engagement comes from meeting these deeper needs.
This week, I challenge you: Pick one of the six needs and take a concrete action to help a team member fulfill it. Maybe it’s recognizing someone’s effort, offering a new challenge, or simply listening more deeply. Notice the impact—and share your experience.
Let’s move beyond money and build teams that are truly motivated, engaged, and ready to achieve great things together.
What’s one thing you do to meet your team’s deeper needs?
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