Leading people is complicated. The model makes it simpler to see: three domains, one competency underneath them, and one learning cycle over all three. It is a map, not a set of steps. Read it in a few minutes, then try one thing this week.
Where is the pressure right now: in you, between you and one person, or across the team?
Align self, align relationships, align teams. Underneath all three is one competency, curiosity: noticing a reaction and asking why before acting on it. Each domain is that same move at a wider radius, and you can start wherever the pressure is.
Try this week. Start with that domain. Then ask which of the other two it is reaching back into.
Why do I click with some people and not others?
Curiosity about yourself: the values you actually hold, the story running in your head, and the emotion that arrives before you have named it. The other two domains rest on this one.
Try this week. Think of the last time something bothered you more than it deserved. Was it a value stepped on, a story you were telling yourself, or an emotion that arrived first?
What does this person need from me, and what do I need from them?
The same curiosity, turned toward one other person. Is the difference between you a value or a preference? Being curious about someone never means giving up your own decisions. Three hats are available in any conversation: coach with a question, mentor with what has worked for you, held loosely, or manage what must be managed.
Try this week. Which hat did I wear today, and did I choose it?
Why does this team exist, and would three of us give the same answer?
Align relationships, multiplied: several people on one topic, each reading the others. WeQ is collective intelligence, what a group can think, decide and do together. The WeQ six, built on David Clutterbuck's six areas of team effectiveness, are six places to stand outside the work and look at the team: purpose, stakeholders, the team's expectations of each other, its internal systems, learning together, and the one that is the leader's alone, the environment.
Try this week. At the next team meeting, ask: what do we need from each other this month? We call the answers We Will statements.
How does a team decide well when nobody can predict what happens next?
Four beats, over all three domains. System: run the best guess you have, described honestly. Experience: how it landed for the people inside it. Scorecard: measure what matters. Learn and adapt: then go round again, a little better designed.
Try this week. Take one thing that is not going to plan and ask two questions: what am I learning about myself, and what are we learning together?
Say it this way: the Tresane Model. Align self, align relationships, align teams, with curiosity underneath and the WeQ learning cycle over all three.
You are welcome to use this language with your own teams. Please call it the Tresane Model, so the people you share it with can find the rest.
Whether a team uses our words or its own matters less than using the same ones: shared language helps a way of working reach the people around it, and outlast a change of leader.