Rule #6. Safety First.

Performance comes after!

Who’s to blame when employees quit or get fired within the first two months? Is it the employee who couldn’t meet expectations, or the manager who set them up to fail?

In the rush to achieve results, many managers expect employees to perform at their peak from day one. Guilty of it myself. The reality? Employees are often terrified they’ll lose the job they just landed. This fear can be paralyzing. Pushing people too far out of their comfort zone doesn’t lead to growth—it leads to panic. I learned this firsthand from a great coach, Kerry, during one of her sessions. I experienced that exact panic state, and oh gosh, I felt like I did everything wrong at that time. The employer didn’t fire me, but they probably thought I was mediocre. In the panic zone, the brain stops working effectively. Even the brightest talents can find themselves dangerously close to underperforming and, worse, being let go.

So why is this happening?

Because employees and their managers are operating on different levels of needs. According to Maslow’s hierarchy, managers are typically at Level 4 (Esteem), focused on achievement and recognition. They’ve often forgotten what it’s like to be at Level 1 (Physiological Needs), where the priority is simply surviving in a new environment. What they also forget is that the most fundamental aspect of any relationship is trust—not who’s paying the salary.

This brings us to the first two levels of Maslow’s hierarchy of needs: Physiological Needs and Safety Needs. These are the foundation upon which all other aspects of employee development are built.

1. Level 1: Physiological Needs

   At the most basic level, employees need to feel that their job can provide for their fundamental needs—food, shelter, and basic comforts. Without this assurance, there’s no mental bandwidth left to focus on higher-level tasks or creative problem-solving.

2. Level 2: Safety Needs

   Once physiological needs are met, the next priority is safety. This isn’t just about physical safety but also about psychological safety. Employees need to feel secure in their roles, knowing that they aren’t constantly on the chopping block. If they fear losing their job, their focus shifts from performing well to simply surviving. In this state, the brain’s fight-or-flight response kicks in, and cognitive functions take a back seat. No matter how talented they are, employees in this state can’t perform at their best.

   
   

I absolutely love the example of my relationship with my co-founder. From the very beginning, he was always clear with me: People before all. He once told me, "I don’t need the money when there’s no trust," and that’s what has helped us work through all the challenges we’ve faced to date. Trust, not pressure, is the key to sustaining and growing any relationship, especially in a professional setting.

Another personal example comes to mind. When I started with another employer, I remember how, for the first few weeks, one of the perks—“Tuesday free lunch”—felt like pure torture. The thought of showing up in front of 150 people I didn’t know, who might stare from time to time, eating in front of them alone, or trying to make awkward conversation with someone new just to avoid sitting alone, gave me so much anxiety. On top of figuring out how to do my job well, it made me want to hide. Week after week, I would book client calls over lunch, stay hungry, and go pick up my lunch when no one was there anymore. I didn’t care about belonging (Level 3); all I cared about was my survival there. I knew it depended on how well I did my job, not on how much I chit-chatted with people I didn’t know.

But after I got settled, a switch happened naturally, and at some point, I didn’t even recognize it. That place became my home for a few years.

When managers push employees too hard, too fast, they unintentionally trigger this panic response. Instead of fostering a culture of growth and innovation, they create an environment where fear and anxiety take over. This not only harms performance but also increases turnover, as employees either burn out or leave for safer environments.

That’s why it’s crucial to have a proper onboarding process where employees can practice safely and gain confidence. Show your support in the right way—whether it’s through regular check-ins, offering mentorship, or simply acknowledging their efforts. Provide opportunities for them to ask questions without fear of judgment, and allow them time to get comfortable with their role before pushing for high performance.

When employees feel supported and secure, they’ll naturally become more engaged and eager to take on challenges. You’ll see the shift when the overwhelmed turn into the excited—excited to try something new, to push their own limits, and to contribute to the team’s success.

In short, Safety First. Performance Comes After. 

If you take care of your employees’ basic needs and guide them with the right support, their performance will follow. They’ll be more motivated, more creative, and more likely to excel, not because they’re forced to, but because they’re excited to.