🔒Creating organizational climate change that works

One year ago, the city of Hartford published its Hartford Climate Action Plan.

In the introduction, Mayor Luke Bronin said, “ … each of us, working together to achieve the goals in this plan, can strengthen Hartford's environment and economy — while making our community healthier and more equitable.”

Climate affects the city and all communities in the state and on the planet; thoughtful leaders are developing action plans to address how climate impacts our lives.

What about the climate in the communities (organizations) in which we work? And what exactly does “climate” mean in organizations? Simply defined, climate means how it feels to work in a team or organization. When people feel positive about where they work, they will go beyond the bare minimum needed to do the job.

Effective leaders seek to harness this discretionary effort so that employees contribute at the peak of their potential. Moreover, effective leaders are keenly aware that they can influence how employees choose to spend their discretionary effort.

The Hay Group has researched effective leadership for more than 60 years. One key measure of effective leaders is their ability to create a positive climate for their employees. Leaders have the ability — and the responsibility — to intentionally create positive microclimates within their organizations that result in people wanting to show up and contribute in a meaningful way each day. The mission of the organization, however noble or impressive, is not enough to motivate people to bring their “A” game.

While an organization's culture is comprised of the foundational principles, norms, values and beliefs that shape the organization, the climate is more localized to the relationship between the leader and his/her team. You may know an organization that has a general reputation for a negative work environment. However, even in such an organization, there will be high-functioning, happy teams.

How can this be? It is because the leader of that particular team creates a positive climate in which people feel motivated to contribute their best.

So how does one create a positive climate? There is a lot of valid research that identifies essential dimensions for a more inclusive and more motivating climate. However, if as a leader, you wonder how to best spend your scarce time — reading the research or building relationships with those who work with and for you — choose the latter. Relationships are the cornerstones of positive climate, and they begin with a conversation.

It can be as simple as asking each team member, “What needs to be in place for you to feel that your participation on this team is a worthwhile investment of your time and energy?”

Just asking the question is the beginning of cultivating a positive climate.

During the 10-month Quest program at Leadership Greater Hartford, monthly workshops that focus on various leadership topics receive positive evaluations. However, when I speak with Quest alumni, they don't reference these as the primary reason they want to stay engaged with Leadership Greater Hartford. Instead, they speak about the positive feeling they associate with their experience that makes them want to stay engaged with each other and with the organization.

When pressed to define in a more tangible manner this “positive feeling,” they describe a climate of inclusion, collaboration and respect that they experienced.

Leaders who seek to create a climate that motivates others will take and make the time to build relationships that make those they can influence feel good about themselves, feel good about their work and feel good about their organizations. Is it time for you to develop a climate action plan for your organization?

That plan can truly improve the quality of life at work and help you achieve your goals.

Julie Connolly is a program director at Leadership Greater Hartford.