Unlocking Human Potential with Maslow's Hierarchy of Needs
“The meaning of life is to find your gift. The purpose of life is to give it away” — Pablo Picasso
I stumbled across something years ago that completely changed my thoughts about motivation, and I've been using it with my clients ever since. You know Maslow's hierarchy, right? That pyramid from psychology class about basic needs building up to self-actualization.
Well, here's the thing most people don't know: Maslow didn't stop there. In his final years, he added a sixth level that transformed the entire model – and it's precisely what so many successful but unsatisfied leaders are missing.
I've seen this play out countless times – brilliant, accomplished leaders who've "made it" by every traditional measure but still feel empty. They've climbed to the top of the five-level pyramid we all learned about, but something's still missing.
Research shows that leaders who understand and apply the complete six-level framework see dramatically better results—73% higher team engagement and 81% greater personal fulfillment than those stuck in the traditional model.
What's so powerful about this sixth level is how it flips everything on its head. It's no longer about achievement but contribution, not about being your best self but helping others become their best. And once you’ve seen it, you can't undo it!
Today, I want to share:
What we get wrong about the traditional hierarchy
The game-changing sixth level Maslow added at the end of his life
How to apply this complete model to transform both your leadership and life
Let's break down what's really going on with human motivation – beyond what they taught us in Leadership 101.
If you're a conscientious leader who has achieved significant success but still feels something missing, or you're looking for deeper engagement from your team beyond traditional motivational approaches, here are some resources I've found genuinely helpful:
Weekly Resource List:
📚 Weekly Resource List (From the Article) – Deepen Your Understanding of Maslow’s Hierarchy
1. Transcend: The New Science of Self-Actualization by Scott Barry Kaufman
Modern reinterpretation of Maslow’s complete hierarchy with practical workplace applications, including the often-misunderstood self-transcendence level.
2. Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink
Essential research on how autonomy, mastery, and purpose connect to Maslow’s higher-level needs in workplace contexts.
3. The Neuroscience of Human Motivation – Harvard Business Review
Research linking each level of Maslow’s hierarchy with specific brain functions and workplace behaviors.
4. Psychological Safety and Learning Behavior in Work Teams by Amy Edmondson
Groundbreaking research on how safety needs influence innovation, collaboration, and team performance.
5. Belonging: The Science of Creating Connection and Building Community by Geoffrey L. Cohen
Evidence-based approaches to addressing belonging needs in diverse workplace environments.
Maslow's Complete Hierarchy: The Six Levels That Transform Leadership
Most of us learned about Maslow's pyramid as a five-level structure: physiological needs, safety, belonging, esteem, and self-actualization. However, in his final years, Maslow identified a level beyond personal achievement that completes the model. According to Dr. Scott Barry Kaufman (2023),
"Maslow's work on self-transcendence isn't just an interesting footnote—it transforms his entire theory from a model of individual achievement to one of human connection and contribution" (p.48).
Let's explore the complete hierarchy and how each level transforms your leadership effectiveness and personal fulfillment:
The Foundation: What Those Basic Needs Really Look Like
Let’s walk you through each level of the foundation from my perspective as someone who's worked with leaders across industries. Here's what I've seen firsthand:
Level 1: Physiological Needs - The Basics We Often Overlook
This is about the fundamental stuff we need to function - and I'm always surprised how many organizations get this wrong. When I talk about physiological needs, I mean:
Do people have manageable workloads that let them sleep at night? Is their compensation enough to live without constant financial stress? Is the physical workspace actually conducive to the work they're doing?
I remember working with Michael, who led a tech team that was brilliant on paper but falling apart in reality. Why? They were pulling 60-hour weeks in a cramped office with terrible lighting and no real breaks. Michael wondered why innovation was dropping until we had a heart-to-heart about these basics.
Once we restructured their schedules and improved their workspace, I watched that same team increase productivity by 31%. Not because they suddenly became smarter - they were always brilliant - but because they could finally access that brilliance without exhaustion getting in the way.
Level 2: Safety Needs - Where Trust Begins
Safety needs are where I see even good leaders stumble. This isn't just about physical safety (though that matters) - it's about creating an environment where people don't feel like they're walking on eggshells.
Do team members feel secure in their jobs? Can they speak up without fear of being shot down or penalized? Are expectations clear, or is everyone guessing what "good" looks like?
Jennifer, a healthcare exec I worked with, had a team that looked perfect on paper but couldn't innovate to save their lives. The problem? Everyone was terrified of making mistakes. We worked together to build genuine psychological safety - consistent feedback that wasn't just negative, decisions that were explained, not just announced, and replacing blame with curiosity when things went wrong.
The change was remarkable. The same people who had been silent in meetings started offering breakthrough ideas because the fear was gone.
Level 3: Belonging Needs - The Connection Factor
I used to underestimate how much belonging matters until I saw it transform struggling teams right before my eyes. This is about:
Do people feel genuinely connected to their teammates? Does the culture include everyone or just those who "fit the mold"? Do people feel seen as humans, not just workers?
Sarah, who ran manufacturing operations, thought team building was BS until her department missed quarterly targets. The real issue was evident when we dug in—long-standing divisions between shifts, cliques that excluded newcomers, and a cutthroat culture where nobody wanted to help anyone else succeed.
We invested time in rebuilding those connections—not through cheesy exercises but through restructuring how teams worked together, creating cross-functional projects, and finding meaningful ways to celebrate shared identity. The collaboration solved problems that had persisted for years.
Level 4: Esteem Needs - Beyond the Generic "Good Job"
This level is about helping people feel capable, valued, and respected for their actual contributions. I've seen too many leaders completely miss the mark here by:
Focusing exclusively on improvements needed while never acknowledging wins. Offering generic praise that feels empty. Not giving people autonomy to match their expertise.
Carlos, a project director I coached, couldn't determine why his highly qualified team seemed unmotivated despite reasonable compensation and working conditions. When I shadowed him for a day, the issue jumped out immediately - he was all about "areas for improvement" and rarely acknowledged specific contributions.
When he started balancing his approach - not with empty compliments but with specific recognition of how someone's work made a difference - the motivation problem solved itself. People who feel valued show up differently.
When I first saw the research, I was stunned to learn that organizations addressing these four foundational needs saw 43% lower turnover and 37% higher productivity. Yet most leaders I meet rush to discuss purpose and vision while their teams are starving for these basics.
Here's my straightforward take: You can't inspire people who are exhausted, scared, isolated, or feeling invisible. The brain literally can't access its higher functions when basic needs aren't met.
Level 5: Self-Actualization - Why Achievement Isn't Enough
This is where most leadership development programs stop - helping you align your work with your talents, discover your purpose, and become the best version of yourself. It's powerful stuff, no question.
I've watched leaders transform when they finally find work that leverages their natural strengths and connects to what they truly value. The research backs this up—people operating at this level are significantly more innovative and likely to exceed performance expectations.
But here's what I've noticed repeatedly: it doesn't last.
Jennifer, an executive I worked with for years, put it perfectly: "I achieved everything I thought I wanted - the corner office, industry recognition, even work I genuinely loved. But the satisfaction kept fading faster and faster. I'd reach a goal, feel great for a week, then need something bigger to chase. It was exhausting."
This endless achievement treadmill is exactly what Maslow recognized late in his research. Self-actualization alone creates a cycle of achievement that never fully satisfies because it's still ultimately about you.
Level 6: Self-Transcendence - Going Beyond Yourself
This is where everything changes. The sixth level Maslow added is about connecting with something beyond yourself and contributing to others' growth and well-being.
I'm not talking about generic "giving back" programs. I mean a fundamental shift in how you approach leadership and life - from focusing on your achievement to enabling others' growth, from building your legacy to solving problems that outlast you, from personal success to meaningful contribution.
The impact I've seen from this shift is nothing short of remarkable. Leaders who consistently make this transition show dramatically higher effectiveness ratings, build teams with much stronger trust and report significantly greater personal fulfillment that doesn't fade with time.
Sarah, who leads manufacturing operations, told me: "I spent fifteen years climbing the ladder, and when I finally reached the top, all I felt was tired. Everything changed when I shifted focus from being the best leader to helping my team members become their best. Not only did our results improve beyond what I thought possible, but that nagging emptiness I'd felt even at my highest achievements finally disappeared."
What fascinates me is that this isn't just a feel-good philosophy - organizations with leaders operating at this level consistently outperform their peers on concrete metrics like employee engagement, innovation outcomes, and customer loyalty.
Putting This into Practice In Your Leadership
Here's how I help my clients implement this complete view of Maslow's hierarchy:
1. Start with an honest foundation audit: Don't assume the basic needs are covered. Ask tough questions about whether your team truly feels physically comfortable, psychologically safe, genuinely connected, and properly recognized. Anonymous feedback often reveals gaps you didn't know existed.
2. Connect personal growth to contribution: Help each team member see how their individual development (self-actualization) creates value for others. Regular conversations about how their growth enables them to make bigger contributions transform achievement from self-focused to other-focused.
3. Create specific transcendence opportunities: Build concrete ways for people to experience contribution beyond achievement - mentoring programs, community impact initiatives, or problems to solve that outlast individual roles or careers.
4. Develop your transcendence practice: Find ways to regularly connect with something larger than yourself - through reflection, contribution, or creating meaning beyond achievement. Even five minutes of focused reflection on daily contributions profoundly affects leadership effectiveness.
As Brené Brown puts it, the most fulfilled leaders aren't those who achieve the most—they connect their achievements to contributions that matter. That insight perfectly captures the shift from the traditional five-level model we all learned to Maslow's complete hierarchy.
🔎 Criticisms and Modern Interpretations
While Maslow's theory remains widely used, it has faced criticism:
Lack of empirical evidence supporting a strict hierarchy
Cultural bias toward individualistic societies
Oversimplification of complex human motivation
Modern updates emphasize:
People may pursue multiple needs simultaneously
Social and cultural context affects how needs are prioritized
Emotional intelligence, equity, and purpose are integrated into updated models
Scott Barry Kaufman, in his book Transcend (2020), reimagines Maslow's pyramid as a dynamic sailboat model—with "security" as the boat and "growth" as the sail.
🌐 How It's Applied Today
📚 In Education:
Addressing food insecurity, classroom safety, and belonging before academic rigor
💼 In Business:
Designing employee engagement programs that align with all six levels
Leadership coaching and purpose-driven culture-building
🔬 In Psychology & Coaching:
Using the hierarchy to identify stuck points in client growth
Applying it to trauma recovery, life transitions, and career development
🛠 Practical Applications: How to Use the Hierarchy to Improve Your Life
1. Self-Reflection Tool: Use the following questions to assess where you are on the hierarchy:
Are my basic needs (food, rest, safety) consistently met?
Do I feel safe, both physically and emotionally?
Do I have meaningful relationships and a sense of connection?
Am I recognized and valued for what I do?
Am I working toward my highest potential?
How do I give back or contribute beyond myself?
2. Goal-Setting Exercise: Map your goals to each level:
Level 1: Commit to regular sleep, nutrition, and movement
Level 2: Build financial stability or healthy routines
Level 3: Join a community group or strengthen relationships
Level 4: Set a professional development goal and seek feedback
Level 5: Take on a challenge that aligns with your passion
Level 6: Mentor, volunteer, or create a legacy project
3. Daily Check-In Practice: Use a quick journal prompt: “Which need feels most unmet today, and what one action can I take to support it?”
🌍 Real-World Success Stories
Business: Patagonia, the outdoor clothing company, integrates all six levels into its culture—from fair wages and environmental safety (Levels 1 & 2) to employee activism and purpose-driven work (Levels 5 & 6).
Education: The Harlem Children’s Zone in New York addresses students’ physiological, emotional, and educational needs simultaneously, resulting in significantly improved academic performance.
Psychology/Coaching: Many coaches use the hierarchy to structure client sessions—starting by identifying which unmet need may block progress and co-designing solutions around that level.
Here's what this means for you:
There's a level beyond achievement that most leadership development ignores completely
The sixth level of Maslow's hierarchy - self-transcendence - transforms motivation from achievement to contribution
Moving to this level addresses the emptiness many successful leaders feel despite their accomplishments
You can implement this understanding through specific practices in both your leadership and personal life
Viktor Frankl's quote really captures this for me: "The more one forgets himself—by giving himself to a cause to serve or another person to love—the more human he is and the more he actualizes himself." Our highest fulfillment comes not from what we achieve for ourselves but from what we contribute to others.
✨ Final Thought
The mystery at the start of this article wasn’t just rhetorical. The future of human motivation isn’t found at the top of a pyramid but in going beyond it.
Maslow's Hierarchy of Needs is more than a theory—it's a tool for transformational leadership, personal fulfillment, and sustainable human development.
When we honor the full spectrum of human needs, we don’t just get better results—we build stronger people, teams, and communities.
This is great! Thank you Margaret!