In November of 2011, after having retired a little over a year from law enforcement, I was watching the evening news and saw the video of the UC Davis “macing incident.” The UC Davis pepper spray incident occurred on November 18, 2011, during an Occupy movement demonstration at the University of California, Davis. After asking the protesters to leave several times, university police pepper sprayed a group of student demonstrators as they were seated on a paved path in the campus quad. The video of UC Davis police lieutenant pepper-spraying demonstrators spread around the world as a viral video and the photograph became an Internet meme.
Having been through many critical incidents myself and having been the scene commander on even more critical incidents and investigations, I know that there is always more to the story, than what shows up on the T.V. and social media and decided to reserve judgement until I heard or learned more. Well, it didn’t take long, and in early 2012 I got a call from then UC Davis Police Lieutenant Matthew Carmichael. Carmichael had previously been in one of our CMF Leadership training courses and said he had been appointed as Interim Chief while the “Incident” was being investigated. He said, “I need help and I need it --- now!” Carmichael explained that the department was at an all-time low in morale, but not just because of the macing incident, which was just a symptom of a bigger problem.
So, I arranged to provide leadership/followership training to all members of the department in the next few weeks. The plan was to do three different training groups, one week at a time.
But to help his department become more cohesive we discussed having some forced group interaction (one of the strategies in S.T.I.C.K.U.M. to increase cohesion) in the form of lunch. Carmichael stipulated that the groups have lunch together, provided by the department, and he would be there during each lunch to meet with all the employees and listen and talk with them. This became one of the best decisions of the entire training. Based on Carmichael’s information we coordinated the training to focus on improving “motivation, satisfaction and performance” or M.S.P., of the entire department. I knew that we needed to address the motivation aspect of M.S.P., although I wasn’t quite aware of how deeply we would get into “Motivation.”
At one point in the training, as we were conducting a group assignment and discussing how an individual’s needs are a key factor in motivation on and off the job, using Maslow’s Hierarchy of Needs, we started at the bottom of the pyramid chart and as soon as we started talking about the “physiological” needs… it started.
Water! But not just water, bottled water. And not just bottled water, bottled water delivered by a delivery truck. Each group, regardless of the time in service, rank, position, sworn, non-sworn, or any other discerning difference, was upset about the water. What each group, as a group, and individually said was that their past administration (the ones in charge during the macing incident) would not allow bottled water to be delivered by the same delivery truck that delivered bottled water to the Fire Department right next to the PD. They all reported that their previous Chief justified this by saying, the carbon monoxide from the exhaust of the delivery truck would hurt the plants outside, so they were not going to have water delivered and people could bring their own bottled water if they wanted it.
Not only the water, but food was not provided to their own employees, even though the Administration would buy food for other U.C. Police Officers who came to the campus in mutual aid situations and were working directly with their own employees, the administration would not pay for food for their own employees. The discussions about water and lunches and food were almost two hours long and very emotional for most of these employees. Almost every employee was saying how it made them feel less important, less valued than the plants outside because the chief cared more about the plants than the people.
You’re probably asking yourself why we let this discussion go on for so long. Remember the requirement from Acting Chief Carmichael that all of the employees have lunch together, provided by the department, and that he would be there…this became the highlight of the entire training, because it was the root cause of their morale issues. It was exactly what the classroom discussions were about. It is what was missing in the organizational culture, the perception of caring tor the employees and their needs by the organization. Now, someone was providing the basic physiological needs of food, water, etc., and not just someone, the Acting Chief of their department, the new positional leader. And not just providing the food, but coming to eat with them, and not just to eat, but to have conversations and listen to the employees while they ate. Discussing the department, the direction, their involvement in the process, and just being human together. Providing dedicated time, face-time with the positional leader is a rare commodity in busy law enforcement organizations. Not only did Chief Carmichael do this with one group, but he did it with all of the groups, i.e., all of the employees.
Why is this so important to us as leaders?
Leaders who address the basic physiological needs of their followers—such as providing food and water—can foster a sense of care and trust, which aligns with principles in Maslow's Hierarchy of Needs. Maslow's model identifies physiological needs as the foundational level of human motivation, including essentials like food, water, and shelter (Maslow, 1943). When leaders fulfill these needs, they communicate a fundamental respect for their followers' well-being, creating a perception of genuine care and fostering a stronger leader-follower relationship. Whether this was Chief Carmichael's cognitive intent or not, we'll probably never know, but his emotional intelligence was extremely accurate when it came to this group of people. Something this simple and foundational can make all the difference...and it did.
Meeting Basic Needs and Perceived Care
Human motivation and security are also impacted. By meeting followers' physiological needs, leaders help reduce stress and anxiety related to survival, enabling individuals to focus on higher-order goals. This act of care demonstrates empathy and attentiveness, which builds a foundation for trust and collaboration (Ganta, 2014). For instance, providing bottled water during a long meeting not only addresses physical discomfort but also signals that the leader values the team’s comfort and productivity.
Creating psychological safety is an important goal when working with teams. Meeting basic needs helps establish a sense of psychological safety, where followers feel secure and supported. This allows them to develop trust in their leader and creates an environment conducive to engagement and open communication (Brown & Leigh, 1996). When leaders take small yet significant actions to ensure followers’ basic needs are met, it strengthens the emotional connection and reinforces the idea that the leader is invested in their well-being.
Maslow's Hierarchy of Needs is an important operating tool for leaders. Leaders who address physiological needs demonstrate an understanding of the hierarchical nature of human motivation. Meeting these foundational needs creates a pathway for followers to achieve higher-order needs such as belonging, esteem, and self-actualization, enhancing overall performance and morale (Maslow, 1943).
Conclusion:
Leaders who meet the basic physiological needs of their followers demonstrate an alignment with Maslow's foundational principles, addressing the essential building blocks of human motivation. By ensuring these needs are met, much like what Chief Carmichael did with his lunches, leaders create an environment where followers feel valued and respected, which fosters a sense of care, trust, and collaboration (Maslow, 1943). This practice transcends immediate comfort, as it has a profound psychological impact by reinforcing the idea that the leader genuinely prioritizes the well-being of their team (Ganta, 2014).
Addressing these needs also establishes a foundation for higher-level motivations, such as belonging, esteem, and self-actualization, allowing followers to focus on achieving personal and collective goals (Maslow, 1943). This alignment not only enhances followers’ trust in the leader but also strengthens their commitment to the organization's vision. Moreover, when leaders consistently prioritize the well-being of their team, they create an emotional bond that fosters loyalty and long-term engagement, leading to improved productivity, engagement and morale (Brown & Leigh, 1996).
Incorporating practices that meet basic physiological needs demonstrates a leader’s awareness of the intrinsic link between human motivation and organizational success. As Maslow (1943) emphasized, human potential is unlocked when foundational needs are secured, creating a ripple effect of positive outcomes for both individuals and teams. Leaders who integrate these principles into their leadership approach effectively build a thriving, motivated, and loyal workforce.
References
Brown, S. P., & Leigh, T. W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81(4), 358-368. https://doi.org/10.1037/0021-9010.81.4.358
Ganta, V. C. (2014). Motivation in the workplace to improve employee performance. International Journal of Engineering Technology, Management, and Applied Sciences, 2(6), 221-230.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396. https://doi.org/10.1037/h0054346
Comentarios