WII-FM: UNDERSTANDING WHAT YOUR EMPLOYEES WANT (AND NEED)

Employee needs assessment

Employees constantly measure their supervisor and their employer in the context of WII-FM: What’s in it for me? Organizations and managers who understand this and who tune in to answering WII-FM have more active listeners and better employee relationships. One thing that helps with understanding what motivates people is Abraham Maslow’s theory of the hierarchy of needs. This theory is based on the idea that people naturally attempt to satisfy lower-level needs prior to seeking gratification of higher-level needs.

These levels are:

Food and shelter: Food, shelter, and clothing, or the opportunity to pay for these things.
Safety and security: Personal security through employment, resources, and health. Providing a clean, positive environment for people to work in aids in the security needs of physically working somewhere safe.
Belonging, friendship, and love: Having a sense of connection to other humans. People want to feel like they are part of something bigger that encompasses more than just themselves; this can be achieved by building personal and professional relationships.
Status, self-esteem, and ego: Self-esteem, status, recognition, and respect. Individuals hold themselves in a positive regard and they want to be appreciated for their contributions to a team setting.
Self-actualization and self-fulfillment: Once the above four levels are met, individuals reach a point where they desire to be the best they can be.

If you wish to understand what your employees want and need, then you should keep in mind Maslow’s hierarchy while adopting the below practices into your everyday life. Leaders and managers who connect with their team’s wants and needs are able to build high performing teams.

Get to Know Your Team

Before understanding your team’s wants and needs, you have to get to know them first! Leaders and managers who take the time to get to know their direct reports, as well as the other employees in their organization, will have a better understanding of each individual person’s values, personality type, communication preference, interests, hobbies, goals, primary motivators, and so much more. When you get to know your team on an individual and personal level, you can better assess where they might be in relation to Maslow’s hierarchy. Without knowing them, you can’t accurately guess what they may want or need. By getting to know them, in conjunction with their position or task guide and keeping with company policies, you can determine the best approach for each individual to help them achieve what they want and need.

Build on Strengths

In Gallup’s CliftonStrengths book, they write about a study they conducted which found that individuals who focus on their strengths “are six times as likely to be engaged in their jobs and more than three times as likely to report having an excellent quality of life” (p. iii). Building on people’s strengths helps them grow faster and makes them feel like a valued team member. One of the greatest parts about being on a team is the diversity we all bring. We all have strengths and weaknesses, but if you have a diverse enough team, the weaknesses held by each individual won’t matter because they will be someone else’s strengths. Work with your team to uplift their strengths rather than exploiting their weaknesses.

Avoid Exploiting Weaknesses

Another study conducted by Gallup and presented in their book states managers who focus on their employees’ weaknesses will see about 22% of their employees disengage, whereas managers who focus on their employees’ strengths have only about a 1% disengagement rate. Their philosophy stems from the idea that you inherently have strengths and weaknesses, but efforts are wasted on trying to make a fish climb a tree. It’s best to view each employee for their strengths and encourage them to pursue developing in those areas, rather than making them feel belittled, undervalued, or embarrassed for their weaknesses.

Align Goals

This may not always be possible with everyone, but leaders and managers who help their employees align their personal goals and objectives with those of the organization will see greater organizational focus, higher performance, and a more stable workforce (less turnover). While not all employees will have aspirations that align with the organization’s values, goals, mission, or vision, if they do and you are able to identify that, you can help them align their motivation to be two-fold: for themselves and for the organization. The organization can also lend assistance to them in the form of coaching, further education, or other general opportunities.

Conclusion

Performance measurement is a two-way street. Your employees are evaluating you and your organization as much as you are evaluating them. Employees are looking for the right fit to call home, which means they are looking for an organization to invest in their growth, value their contribution, and make them feel like an appreciated member of the team. To understand what your employees want and need, you must understand who they are, what their life is like, what they value, and their strengths and weaknesses. Once you have this information, ask yourself, “Where might this employee fall on Maslow’s hierarchy right now?” Answering this question will help you as a leader or manager guide that employee to success. If you struggle with getting to know your team or understanding them, contact IA Business Advisors. We would love the opportunity to work with you to increase your positive influence through leadership coaching.

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How to Mitigate Financial Risk Using the S.M.A.R.T. Management System

June 9, 2025

In an increasingly volatile economy, businesses cannot afford to be reactive when it comes to their finances. Whether you're a startup founder, a growing enterprise, or a seasoned business owner, the risk of financial instability is real—and growing. At IA Business Advisors, we help companies proactively navigate these risks using our comprehensive S.M.A.R.T. Management System . S.M.A.R.T. is more than just a goal-setting acronym. It is a decision-making and execution framework that brings clarity, structure, and alignment to every part of your business. From six-week action plans to one-year targets and long-term strategy, S.M.A.R.T. ensures your financial operations support healthy growth and resilience. Understanding Financial Risk in Today’s Business Climate Financial risk is multifaceted. It ranges from cash flow disruptions and market shifts to internal mismanagement and over-leveraged growth. As Brian Smith shared on a recent Daily Influence podcast episode, unchecked growth can drive a company into bankruptcy. Scaling without intention—chasing fast growth without aligning the internal team and financial resources—leads to diluted communication, quality issues, and operational chaos. Mitigating financial risk begins by understanding that more revenue doesn't always equal more stability. True sustainability comes from building systems that support intentional, well-paced growth. The S.M.A.R.T. Framework in Action: Reducing Financial Risk Our S.M.A.R.T. Management System guides businesses in creating resilient, financially stable operations through: 1. Specific: Build with Intentionality Clarity is power. One of our podcast guests, Mike Heatwole (CEO of The Dala Group), emphasized the importance of sitting down to define what matters most—whether that’s paying down debt, investing in growth, or launching a new venture. When your financial goals are specific, your strategy becomes targeted and less prone to reactive decision-making. “If we don’t know what the goal is, how do we get there?” — Mike Heatwole, CEO of The Dala Group 2. Measurable: Track What Matters Many companies are blindsided not by invisible risks, but by unmonitored ones. We help clients implement tools to track cash flow, margin fluctuations, and budget variances in real time. Visibility into your financial health gives you the power to respond early and course correct as needed. 3. Achievable: Assign Financial Stewardship Risk is reduced when financial responsibility is distributed. Through teamwide financial literacy and clear accountability, we empower organizations to make stronger daily decisions. No individual person should carry the entire burden—and no key area should go unmonitored. 4. Relevant: Make Risk Management a Habit Quarterly or biannual financial health check-ins create a sustainable rhythm. These don’t have to be complicated—they just need to be consistent. Regular reviews embed risk awareness into your company culture and decision-making process. 5. Timely: Foster Honest Dialogue Financial silence is a hidden threat. As Brian noted on the podcast, emotions like fear or shame can prevent businesses from facing financial realities. We encourage honest, blame-free communication around financial performance, creating space for solutions and collective action. Case in Point: Short-Term Action, Long-Term Impact One of our clients, a family-run distribution company, had strong revenue but was bleeding cash due to aging receivables. Together, we built a six-week S.M.A.R.T. Plan focused on accounts receivable recovery. We implemented weekly check-ins, assigned ownership, and used real-time tracking. Within 90 days, their outstanding A/R dropped by 22%, freeing up capital and restoring operational confidence. It’s Never Too Late to Get Financially Intentional Many leaders in their 40s, 50s, or 60s worry they’ve waited too long. But as Mike Heatwole wisely shared: “It’s never too late. Just get started. Do something.” Progress—not perfection—is the goal. Start small. Build momentum. Take the next best step. This mirrors a concept we love from The Gap and The Gain by Dan Sullivan: measure progress based on how far you've come, not just how far you have to go. Final Thoughts: Make Financial Stability a Strategy Mitigating financial risk isn’t about a dramatic overhaul. It’s about consistent action, visibility, and intentional decision-making. With the S.M.A.R.T. Management System, IA Business Advisors helps businesses turn risk into clarity, fear into focus, and instability into opportunity. If you’re ready to start, we’re ready to help. Let’s have a conversation about what matters most to you—and build from there.

Enhancing Interpersonal Relationships for Toxic Workplace Recovery

May 29, 2025

Hello, team! Mary here, continuing our journey through the I in Team series, where we challenge and empower you to Find , Be , and Build Your Influence. One of the most common things we’re asked to help our clients with is toxic workplace recovery. This directly connects to the culture of the team, and while rebuilding that culture takes time and intention, it is absolutely possible. In fact, with the guidance of our I in Team approach and S.M.A.R.T. Management system, we’ve successfully helped more than 19,000 teams evolve into high-performing, values-based cultures. If you’re ready to take the lead and breathe life back into your team, we’re here and ready to support you. Practice Emotional Intelligence One of the most impactful steps you can take on your toxic workplace recovery journey is to practice emotional intelligence (the ability to recognize, understand, and manage both your own emotions and the emotions of those around you). Toxic environments are often the result of emotional disconnection, poor communication, unnecessary competition, and a culture that avoids constructive feedback. Begin by shifting your perspective: respond with empathy, ask thoughtful questions, and use “I” statements. These habits model two traits, emotional regulation and empathy, that influence how your team interacts and solves problems. Start small. For example, set a personal goal to give one piece of sincere praise or recognition per day. This is a S.M.A.R.T. goal, and it starts to reinforce positive emotional exchanges. Over time, this contributes to a psychologically safe environment where people feel seen and supported. Foster Open Communication Once emotional intelligence begins to take root, toxic workplace recovery is just around the corner. Open communication becomes more natural because when team members are aware of their own and others’ emotions, communication becomes seamless. The number one rule? Listen. Really listen. Without listening, communication is incomplete. Try implementing monthly influence partnerships—team pairings that rotate so members can get to know each other beyond surface-level roles. This creates connection and, when done with consistency (Timely), fosters trust across your team. Another way to build open communication is by creating a structured feedback loop. Clarify how and when feedback should be given—perhaps during weekly one-on-ones or monthly review meetings—and make sure all team members understand the difference between criticism and constructive feedback. S.M.A.R.T. feedback is Specific and Relevant, and when delivered with respect, it encourages team members to grow without fear. Lead by Example As we say throughout the I in Team series, everyone is a leader regardless of title. Whether you’re in the C-suite or just starting your first job, how you show up directly shapes the culture of your team. To begin, set some respectful boundaries rooted in your values. Let others know what you need to succeed and what behaviors support or disrupt your work. When disagreements arise, demonstrate what respectful disagreement looks like—calm, focused on solutions, and free from personal attacks. If your workplace has leaned into competition, shift the focus to collaboration. Collaborate on micro-goals, like shared tasks or cross-functional projects. Make the results Measurable and celebrate wins together (publicly, if possible). Consider S.M.A.R.T.-based team-building events (like problem-solving challenges or goal-setting workshops) to reinforce collaboration in a meaningful way. Final Thoughts Toxic workplace recovery starts with you. Every interaction, every word, every moment of listening is a chance to model what’s possible. Show up the way you want others to show up. If your team is struggling to rebuild or you need expert guidance, reach out . We’re here to help. Let’s keep influencing responsibly and positively together.