Page 25 - Navy Journal 219

Hierarchy of Needs ...

k. A noteworthy career can only be built through years of endeavours; no
overnight success or ‘late blooming’ is possible in the Navy. So, one must
continuously strive for excellence, lest she/he risks being left aside. It is a
pity to find young individuals doing very good but failing to continue with
such high standards in their later years; the biggest loss for the Navy is
when an officer’s promising career is troubled beyond recovery by issues
from her/his private life.

l. Physical fitness and professional competence always remain paramount
for any naval officer, and continue to be in dynamic relationship with later
high-level needs. With these, being a kind-hearted administrator with
tastefully dressed physical appearance is also essential.

m. Officers must be gentle and thoroughly honest; there is nothing as
‘nearly honest’. Only an officer with proven competence, integrity, and
upright character can muster the true respect and allegiance among her/his
subordinates to inspire them in undertaking challenges in life-threatening
conditions.

n. One should never be overly ambitious, being manipulative is even
worse. She/he must take life as that happens, and never try to influence
that to suit personal requirements. She/he might be proactive only to the
extent that enables her/him to wait for life to naturally unwind for her/him
to easily adapt. Otherwise, life is sure to surprise any officer with
unpleasant consequences. One must also remember that being ‘intelligent’
is more valuable than being ‘clever’.

p. Officers are to remember that despite what is written in the books, life
is not always fair and all efforts might not be rewarded every time – one
must accept that with grace and humility. The difference that exists
between human desires, efforts, and gains drive them to improve; there
cannot be any development beyond ordinary if that pain would not exist.

Maslow’s theory on hierarchy of needs was the first to provide a
structured description of human needs and associated motivation to fulfil those.
It provided a theoretical reference for both employees and managers (superiors,
in the military) to address issues leading to motivation for optimum performance
(measured by productivity, in corporate terms). Despite the criticism that ensued

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