Interlude - Index of

94 | Turbulent Adolescence
people certainly do work more when they care about what
they do, but they are also more effective. Motivation matters.
Motivation is about more than money. Relying solely on
paychecks and bonuses is a common mistake, especially in old
and established firms. Sixty years ago, Abraham Maslow outlined
a hierarchy of needs that all people pursue. The lowest
needs are physical—air, water, food. Above those are needs
like housing and a job. Maslow’s observation is that needs at
the bottom of the hierarchy are the most important, but only
until they are met. Then a higher need takes priority. When
you are gasping for breath, you don’t care about finding a new
house. At the top of the hierarchy are self-actualization and
transcendence—about making the most of your abilities and
making a difference in the world.
In the business world, I interpret Maslow’s hierarchy to
mean that some motivational tools are more powerful than
money. At low salary levels, people may be worried about putting
food on the table, buying a car, or finding a place to live,
but most employees in high-tech companies have achieved
those goals. They may want a nicer car and a bigger house, but
upgrading is less motivating than attaining something higher
in the hierarchy.
Honesty compels me to admit that I made lots of money
when NetApp went public, and being rich is pretty nice. So, I
do understand that money is a powerful motivator and should
be part of the package. My point is that helping employees use
their skills effectively and helping them understand how their
work is making a difference in the world is also important,
especially after they have satisfied their basic needs. Start-ups
are attractive to many people because it is so clear that their