People Leadership Made Simple(r) Part 2
Use Atmospheric encounters within the “People Slice” of the Welch Business Triangle to lead more effectively
People Are Complicated
In my last article, I wrote about the endless possibilities for humans to misunderstand each other.
As an example, I related a specific situation in which my company failed to manage employee performance. This resulted in a new rule that governed how we managed performance from that moment on: discuss non-performance frankly, work to cure it, and never end employment with surprise. But, importantly, we missed recognizing the underlying breadth of our failure in this employee’s circumstances.
As an executive coach, I realize now that our response only recognized part of the picture. The full picture is revealed when examined using both the Atmospheric and Personal encounters that our employees all experience when interacting with our companies. In the instant example, we failed the employee in both the Atmospheric and Personal encounters.
The People Slice of the Welch Business Triangle – Atmospheric and Personal Encounters
As business executives, we seek constructs that can inform our decision-making in the here and now when people events are happening. The Welch Business Triangle is created to help executives recognize the situation they are in when they are in it, so they can respond appropriately. Within the People slice of the Triangle are two types of encounters our employees have with us.
This article focuses on Atmospheric encounters. These encounters between the employee and the company are ephemeral, frequently invisible, yet clearly understood by employees. These are encounters that are more akin to “the way this company acts is in the air around here.”
In contrast, Personal encounters between the employee and the company are highly specific and connected to situations that are loaded with emotion for the employee. I’ll delve into these encounters in my next article.
Atmospheric Encounters Explained
To examine your own company’s Atmosphere, look at three big drivers of “Atmosphere.” They are its clarity, its organization, and its accountability.
Here are some examples of each:
Clarity – “Things are crystal clear around here.” Or not.
I know what is expected of me. I know how to do my job. I know how “success” is defined and measured. I understand the measures we use. I know how to influence those measures. I know how to tell if I’m on the right track or not. On my team, I know the position I’m playing. I know where to go for resources or help. I know when to act, when to report back after the fact, and when to first ask for permission. Discussions and questions are easy to initiate.
Organization – “We are organized to win.” Or not.
We have the skills we need to be successful, especially in high-skill roles. My authority to act matches my responsibilities. We collaborate with each other smoothly. Nothing drops through the cracks. Our incentives don’t put us at cross-purposes with each other.
Accountability – “Results and behavior matter around here.” Or not.
Leaders take ownership for their actions and results. Results, good and bad, have consequences. Everyone holds up their end of the bargain. When we commit to do something, we do it, or we escalate as soon as possible. We stay on track or know it when we deviate. Shortcomings are not ignored or swept under the rug.
Moral to the Story
In my case relating to the terminated employee, at a minimum we failed in our Atmospheric encounters by not providing clarity about expectations or the accountability for not meeting them. Had we recognized our failings in these terms, our response – instead of a simple rule – would have been significantly more comprehensive – explicitly informing our managers about what it means to manage and be responsible for others. When you are responsible for others, it is your obligation to provide clarity, to organize your people, and to create an environment with accountability.
In my next article, I will explore Personal encounters and how to improve them in your organization.
Are you looking for ways to better understand or improve what’s “in the air” for your employees? Feel free to reach out with any questions.