Set design: How our environment lets us shine (or not)
What stage setting are you creating for your team to perform on?
Working with a group of awesome leaders last week, we got onto the subject of above the line and below the line as a concept for teams. You might be familiar with the idea:
Above the line is where we describe the behaviours we want to see. It gives us a frame for setting expectations in a positive way.
Below the line is where we list the unhelpful stuff. The stuff we don’t want to see in our team environments because it doesn’t help us make progress forward.
While it’s a bit too binary for me to completely fall in love with, I think it’s a useful idea as a shorthand for ‘what we value here’. The discussion moved to people being either ‘above the line’ or ‘below the line’ kinds of humans. That started a really interesting conversation about what causes behaviour to go either way, and what part we play as leaders.
Which got me thinking:
As leaders, how does the environment we design promote above or below the line behaviour?
If we don’t think of ourselves as contributing to how our people show up, we tend to become reactive. Maybe we reward and reinforce above the line behaviour, or reject and reprimand below the line. But that fails to consider the backdrop of the environment we’ve created.
When people are in their most above the line state – demonstrating behaviour such as openness, creativity, ownership, willingness to give things a go – it’s usually because they feel well supported. They know the environment is safe to take some risks in, and they can see that there’s a potential for progress or gain by jumping in, trying something different and taking ownership of the outcome. They belong.
When people are in a below the line state (yep, we all go there, right?) – when they deflect, avoid, resist trying new approaches – it’s usually because they can see only what’s to lose if they fail, whether that might be status, connectedness, perhaps future opportunities. They are essentially preventing loss by staying on the defensive.
We all like to think of ourselves as above the line, and it’s definitely, absolutely, other people who are below the line, riiiiiiiight? But another perspective is that above and below the line tells us as much about the environment as the person. I know when I’m in my best above the line state it’s got a lot to do with good people around me, a lightness about how we work together and a forward-focus on what could be. There’s also a lot of laughter, even when the work is serious and there are things at stake. I’m in my most unhelpful, below the line state when I’m unsure whether the people I’m with have got my back, when mistakes are punished, and there’s a risk of shame or exclusion for screwing something up.
So there’s our challenge as leaders. Like a good set designer, how are we creating spaces where our people can shine? It’s not all on the leader of course - our people have to be up for playing their part too - but it’s leaders who have the biggest influence on the set up of the team environment.
Here are five questions that might help. Thinking about each person you lead (and especially anyone who might be trending below the line at the moment), which of these have you done in the last month:
Built on and strengthened your connection with them. Leaders who do this create a sense of belonging.
Reflected with them about the journey they are on – the valuable experiences they bring, the things they are motivated by right now, the aspirations and dreams they have for their future. Leaders who do this encourage looking forward to what could be.
Checked in with them about how clearly they know what’s expected of them, and what they expect of you. Leaders who do this give certainty about what’s okay to try out.
Shared something you are working on to grow yourself. Leaders who do this reaffirm that the highs and lows and the successes and mistakes of learning are part of the growth that we value in this group.
Shared how you’ve seen them contribute to the team’s progress. Leaders who do this make their people realise they have an impact that matters.
You don’t need to try it all at once of course, but what’s one practice you could have a crack at this week to create the environment where people are more likely to bring the more creative, daring, fun, above the line version of themselves?