Let’s face it, the business world is teeming with challenges. Whether you’re in manufacturing, service, or technology, one universal truth holds steady, people are the backbone of any successful operation. If you’re not tapping into what your people crave, you’re missing a massive opportunity. It’s not just about salary or benefits anymore; it’s about something deeper, something that Gregg Lederman outlines perfectly in his book, “Crave.” What do people crave? Recognition, purpose, and belonging. And when you give your team what they crave, you’re not just managing them; you’re leading them.

Gregg Lederman breaks down motivation into three core cravings that every employee has, regardless of industry or role. These cravings are recognition, purpose, and belonging. In simple terms, your employees want to be seen, heard, and valued for their contributions. They want to feel like they’re a part of something bigger than themselves, something that matters. And finally, they want to belong—they want to feel like they’re an integral part of the team, not just another cog in the machine.

This concept isn’t new, but the way Lederman frames it is a wake-up call. If you’re not actively working to satisfy these cravings, you’re leaving your team’s potential untapped. Worse, you’re setting yourself up for higher turnover, lower morale, and less productivity. So, how do you give your team what they crave? Let’s break it down.

Recognition is the most obvious of the cravings, yet it’s often the most neglected. We’re all busy, and it’s easy to forget to acknowledge a job well done. But here’s the thing—recognition is like oxygen for employee engagement. Without it, your team will suffocate under the weight of feeling unappreciated.

It’s not just about handing out trophies or bonuses. Real recognition is about being specific and timely. It’s about noticing when someone goes above and beyond and making sure they know you noticed. It’s about connecting their contribution to the bigger picture.

Let’s say you have an employee who stayed late to ensure a project was completed on time. Instead of a generic “good job,” take a moment to explain the impact of their efforts. “I noticed you stayed late to finish the project. Because of your dedication, we were able to meet our client’s deadline and exceed their expectations. That kind of commitment is what makes this team successful.” That’s recognition that resonates.

Purpose is a bit trickier. It’s easy to assume that people understand why their work matters, but that’s not always the case. Purpose is about connecting the dots between what your team does every day and the bigger mission of the company.

Here’s a common scenario: you’re running a manufacturing plant, and your employees are working on the line, assembling products day in and day out. It’s repetitive work, and it’s easy for them to lose sight of why it matters. Your job as a leader is to remind them.

Let’s say your company produces medical devices. Take the time to share stories about how those devices are saving lives, improving the quality of life for patients, or helping doctors make more accurate diagnoses. When your employees understand that their work is contributing to something meaningful, they’re more likely to be motivated, engaged, and invested in their work.

The third craving, belonging, is about creating a sense of community within your team. This goes beyond team-building exercises or company picnics. Belonging is about fostering an environment where people feel safe, supported, and included.

One way to create belonging is to ensure that everyone’s voice is heard. This means encouraging open communication, soliciting input from all team members, and making sure that everyone feels their contributions are valued. It’s also about being consistent and fair in how you treat your team. Favoritism or inconsistent policies can quickly erode any sense of belonging.

Another key aspect of belonging is empathy. As a leader, you need to show that you care about your employees as individuals, not just as workers. This could mean being flexible with schedules when someone is going through a tough time, or simply taking the time to check in with your team members on a personal level.

So, how do you put these concepts into practice? Here are some practical tips to help you give your team what they crave:

1. Make Recognition a Daily Habit:  Don’t wait for the annual performance review to recognize your team’s efforts. Make it a point to acknowledge their contributions regularly. Even a quick “thank you” can go a long way.
2. Tie Work to Purpose: During meetings or one-on-ones, take the time to connect the work your team is doing to the company’s broader mission. Help them see how their efforts are making a difference.
3. Create a Culture of Belonging: Encourage open communication, be consistent in how you treat your team, and show genuine care for your employees as individuals.
4. Lead by Example: If you want your team to be engaged, motivated, and invested, you need to model those behaviors yourself. Show your passion for the work, and your team will follow suit.
5. Solicit Feedback: Don’t assume you know what your team needs. Ask them directly. Create opportunities for anonymous feedback if necessary and be open to making changes based on what you hear.

At the end of the day, motivating your team by giving them what they crave isn’t rocket science—it’s common sense. But common sense isn’t always common practice. It requires intentionality, consistency, and a genuine commitment to your team’s well-being.

Remember, your employees are your most valuable asset. When you take the time to recognize their efforts, connect their work to a greater purpose, and create a culture of belonging, you’re not just managing a team—you’re building a community. And that’s the kind of environment where people thrive, where they’re motivated to give their best, and where they’re proud to be a part of something bigger than themselves.

So, take a page from Gregg Lederman’s book and start giving your team what they crave. It’s not just the right thing to do—it’s the smart thing to do. And if you’re serious about leading your team to success, it’s only common sense.