Universal Human Needs: Being Heard, Fairness, and Autonomy

From the moment we are born, we express fundamental human needs: to be heard, to experience fairness, and to have autonomy over our lives. These needs are not luxuries—they are essential threads in the fabric of our humanity. For leaders meeting these needs can sometimes feel inefficient, however in the grander scheme, it’s the most effective way to unlock the best in people and organisations.

The Need to Be Heard

Being heard is more than just the ability to speak. It is the reassurance that our thoughts, feelings, and perspectives matter. Babies cry to communicate their needs, trusting that someone will respond. As adults, we still crave that validation.

In workplaces, relationships, and communities, being heard fosters trust and belonging. When people feel ignored or dismissed, resentment brews, and trust erodes. Conversely, when leaders, parents, or partners actively listen, they create an environment where people feel valued and empowered.

The Need for Fairness

Fairness is another universal need, present in young children as well as other animals.

The challenge is that fairness is never black and white; it is subjective, shaped by individual perspectives and experiences.

What feels fair to one person may feel unfair to another. This subjectivity is often seen in decision-making:

• Should resources be divided equally or equitably, based on need? It is easy for people to champion either - usually whichever is better for them or their organisation.
• Should rules apply universally, or should exceptions be made for unique circumstances?

Navigating fairness requires transparency, empathy, and dialogue. People may not always agree with an outcome, but they are more likely to accept it if they feel the process was fair and their voices were heard.

The Need for Autonomy

Autonomy—the ability to make decisions about our own lives—is equally vital. When people feel stripped of choice or control, they often resist, even if the decision aligns with their best interests. Autonomy is about having agency.

In organisations, granting autonomy can mean allowing employees to shape how they achieve their goals rather than dictating every step. In personal relationships, autonomy involves respecting boundaries and encouraging individuality. Autonomy empowers people to take ownership of their actions and outcomes, creating a sense of purpose and motivation.

Why Meeting These Needs Feels Inefficient but Is Highly Effective

Creating space to ensure people feel heard, treated fairly, and granted autonomy can feel time-consuming, especially in fast-paced environments. It’s tempting to skip the conversation, make quick decisions, or take full control in the name of efficiency. The challenge is that focusing solely on efficiency often backfires, leaving people disengaged, resentful, or unmotivated and can actually cause result in you being less efficient in the medium term.

Effectiveness, not efficiency, should be the ultimate goal. When we invest time in addressing these fundamental needs:

• We Build Trust: Listening and fairness foster psychological safety, where people feel comfortable contributing ideas and challenging the status quo.
• We Unlock Engagement: Autonomy and fairness empower individuals to bring their best selves to the table, driving creativity and innovation.
• We Reduce Resistance: People are more likely to support decisions, even difficult ones, when they feel the process was inclusive and respectful.

From a global perspective, this investment of time is invaluable. Leaders who prioritise these needs often find that their teams produce better outcomes, require less conflict resolution, and are more adaptable to change. What seems inefficient in the short term is actually a long-term strategy for sustainable success.

The Intersection of Being Heard, Fairness, and Autonomy

These three needs are deeply intertwined. Fairness often depends on whether people feel heard, and autonomy is closely tied to perceptions of fairness. Consider a workplace scenario:

• If decisions are made without input, employees may feel unheard, fostering mistrust.
• If the process seems opaque or biased, it may feel unfair, even if the outcome is positive.
• If employees have no say in how they execute their responsibilities, they may feel stripped of autonomy, reducing engagement and creativity.

Now imagine the same scenario handled differently:

• Leaders gather input from all stakeholders (being heard).
• Decisions are communicated transparently, with clear reasoning (fairness).
• Employees are given freedom to shape how they implement the changes (autonomy).

The result is a workplace where trust thrives, innovation flourishes, and people feel valued.

Practical Implications for Leaders and Organisations

How can leaders honour these three universal needs effectively?

1. Listen Actively: Create opportunities for people to express themselves and ensure their input shapes outcomes.
2. Be Transparent: Share not only what decisions are made but how and why. Transparency builds trust and reduces perceptions of unfairness.
3. Empower Autonomy: Provide structure where necessary but allow individuals to exercise choice and creativity within that framework.
4. Choose Process Over Shortcut: Whenever possible, prioritise open and inclusive decision-making over top-down directives. It may take longer, but the dividends in engagement and trust are worth it.
5. Recognise Subjectivity: Understand that fairness, autonomy, and even the act of listening will be perceived differently by each person. Engage in open dialogue to address these differences.

A Call to Action

The needs to be heard, to experience fairness, and to have autonomy over our lives are universal. While honouring them may feel inefficient, it is one of the most effective investments we can make in our relationships, organisations, and communities.

The next time you face a challenge or conflict, ask yourself:

• Have I truly listened to all perspectives?
• Have I acted in a way that feels fair, even to those who may disagree?
• Have I empowered others to make choices within a clear and supportive framework?

When we meet these fundamental human needs, we don’t just resolve problems—we create environments where trust, connection, and collaboration thrive. What feels like a detour in the moment is, in fact, the straightest path to long-term success.