As a leader, it’s your responsibility to set the right standards for your team. Instead of complaining about millennials and how they contribute to your company attrition, for example, perhaps it’s time to look inward and practice prevention over cure.

Remember Maslow’s Hierarchy of Needs

In A Theory of Human Motivation, Abraham Maslow posited that our needs fall in a certain hierarchy: (1) physiological, (2) safety, (3) love and belongingness, (4) esteem, and (5) self-actualization.

“Growth needs do not stem from a lack of something, but rather from a desire to grow as a person. Once these growth needs have been reasonably satisfied, one may be able to reach the highest level called self-actualization.” – Saul McLeod

In other words, it’s crucial for you as a leader to remember that your team is not made up of machines. They’re humans that have needs, interests and aspirations that they’d like to meet.

Keep in mind Maslow’s hierarchy of needs and start with the basics before moving up. For any employee, for example, the priority is a steady and adequate income as well as job stability and benefits like health insurance.  Without these basics—which meet their first-level physiological and safety needs—it would be difficult to motivate them or build team spirit.

At the core of a great team is a leader that follows these habits (among others):

1. Provide food and rest.

You don’t always have to bring out your checkbook to motivate your team. Sometimes, all it takes is to make sure your team is physically comfortable.

Thinking for an hour straight takes more out of you than an hour-long workout. Provide ample sustenance and respite for your team.

Maybe you can host a weekly potluck or treat them to pizza every month. It gives them something to look forward to (and hardly anyone turns down free food).

Designate a lounge area where they can recharge their batteries and take a power nap. If you’re worried about them slacking off, remember that there are benefits to having a well-rested team.

2. Take time to get to know your team.

There’s a certain validation that we feel when our names are mentioned, especially when it’s for acknowledgement or praise. It’s the first sign that we are recognized. Put some effort into getting to know your team—even a brief conversation presents an opportunity for you to remember a person by name.

3. Pause, observe, listen and understand.

Give employees real choice and real voice.

Make sure there’s a way for them to send you feedback, which you should take the time to acknowledge and understand. Once you do receive feedback from your team, it’s important to follow through, or at least open a discussion about it. If they don’t provide feedback, it’s probably time for you to step up and ask for it.

You might even be surprised at how much you can learn from your team. Whether you’re a small group or a full-grown corporation, you represent a unique variety of interests, skills and hobbies. Use that diversity to your advantage.

4. Practice effective communication.

You should give your team regular feedback as well. Whether you’re managing a local team or a virtual one, it’s important for you to communicate promptly and consistently.

While miscommunication is inevitable, with the technology readily available at our fingertips, there are ways to avoid it. Set aside time for you to respond to emails and create a window of time for your team to discuss immediate concerns.

It’s better to practice collaboration rather than resort to micromanagement.

5. Say what you mean and mean what you say.

From the get-go, it’s important to be upfront with your team. Be direct, but also sincere and genuine. Honesty really is the best policy. Rest assured that your team will appreciate you telling them what needs improvement instead of hearing you say “all is well”, but it actually isn’t.

Don’t make empty promises. Find constructive ways to correct inappropriate behavior. Say what you mean and mean what you say.

6. Recognize true effort.

A personal note, an email, a certificate of appreciation, a spot on the wall of fame, a framed photo as employee of the month, a medal or a trophy of honor, or a big fat check—these are only some of the ways you can express true gratitude to an employee or a team that has performed well.

Try to be creative: hand out rubber chickens or commission portraits or caricatures of tenured employees. This is where being familiar with your team comes in handy. Learn what matters to them so that when the time comes, you can reward them with something significant instead of the typical gift certificate.

7. Don’t be afraid to make mistakes.

Of course it’s important to be a good example, but when you do make a mistake (or mistakes), own up to it and do your best to correct it. It’s a good reminder for you and your team that you’re human, too. However, there are some blunders that you should probably avoid making.

8. Give back to your team.

Provide opportunities for them to develop their skills and expertise. At the end of the day, investing in your team shows that you care about their growth. And as they grow, they can contribute more to your company’s growth.

Support their continuing education. Incentivize their work. Hold workshops, make more training opportunities available, and ask how you can help them upskill.

9. Be more than a boss – be a leader.

It should go without saying that you’re in charge. You’re the boss—but it would be even better if you’re also a leader.

There is a time and place to be one or the other (or both). As the boss, you have the authority to make and enforce decisions. As a leader, you have the ability to lead people despite your position of authority (or lack thereof). Authority is the position; leadership is the character of the player.

Demanding respect gets you nowhere. Lead by example and you inspire and motivate your team to do a good job. It is the leader’s high performance that inspires high performance in others.

10. Remember that your success is not yours alone.

Success isn’t just about what you accomplish in your life; it’s about what you inspire others to do.

At the end of the day, you’ll be the one to lead your team to where you need to go. Statistically, 82% of businesses fail. It’s going to take all of your effort and dedication to make sure that yours does not. Most of all, you’ll need a great team of people. They’re the ones you can rely on—but only as much as they can rely on you.