A recent blog on the Harvard Business Review highlights Three Ways Leaders Can Listen With More Empathy. Fascinating, pertinent, yet the author makes a basic assumption that managers, leaders and those with influence understand the importance of empathy.

Amazingly enough, this is still not a given today. It is still less than eight years ago that Sir Ken Robinson delivered a humourous yet blistering exposure at TED as to why good education systems generate creativity. And that fundamental is heavily based on empathy.

The point is that while any pupil likes to receive a good mark, that on its own does not turn them into a great student, looking to challenge the borders of their education. Similarly, we all want to receive a pay rise, but that will not ensure that we go the extra mile on behalf of an employer.

Research reveals that motivation is centred around a ‘feeling of belonging’. This was exposed as long ago as 1954 by Maslow and his standard ammunition for most psychologists.

I was recently talking to a friend, whose company is expecting to announce a severe retrenchment programme, sometime in the first half of this year. His staff are keeping themselves going by ensuring that they continue to give 100% during the period of uncertainty. Their pride and concern for fellow colleagues are keeping them going.

A client of mine in the Jerusalem was concerned that some members of his team would walk, as he could not offer them pay rises they deserved. I pointed out to him that their loyalty was not dependent solely on extra cash – yes, important in itself – in the bank account.

And there are many more examples of how motivation reverts back to basic human instincts. What continues to surprise me is the number of CEOs I meet or read about that are unaware of this prime need, as they run a business full of ….human resources. When will we learn?