Building a Community
Community at work is a shared pattern of respect, support, and responsibility that people can see in daily routines. It shows in how teammates speak to one another, how information moves, how decisions are explained, and how people respond under pressure. When community is present, people know they belong, their contributions matter, and the group protects how it works together. Leaders help it take root by making respect visible, inviting every voice, and handling mistakes in ways that preserve dignity, especially in an operation like 3M Chem Ops where precision and safety depend on such coordination.
Self-Assessment: Building a Community
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership?
Do I create space for every voice on my team, or do the same people tend to dominate the conversation?
When a teammate makes a mistake, do I respond in a way that protects their dignity and encourages learning?
Do I give people opportunities to contribute in ways that work for their communication style and personality?
How often do I show appreciation for the way someone supports a teammate, not just for hitting a target?
Do I intentionally build relationships with people across all shifts or functions, or only with those I work with most?
When someone shares feedback or a concern, do I treat it like a valuable input or an interruption?
Do I know something personal about each person on my team, beyond their job title?
Would my team say I notice small efforts that build community, or that I only respond when something goes wrong?
Remember, this self-assessment is just a starting point for understanding your knowledge of Building a Community as a leader. It's essential to reflect on your responses and actively work on areas where improvement is needed. Additionally, working with your ECFL Leadership Coach or seeking feedback from a trusted mentor can provide valuable insights into your strengths and weaknesses.
“Communication leads to community, that is, to understanding, intimacy, and mutual valuing. ”
In 2022, the U.S. Surgeon General released a framework for workplace well-being. One of the five essentials was called Connection and Community. At its core, this essential is built on two human needs: support and belonging. Support means knowing there are people you can turn to when things are difficult, both for practical help and encouragement. Belonging is the sense of being accepted as part of the group, not just present but valued. When these needs are met, people tend to be more engaged, healthier, and more committed to their work. When they are missing, isolation sets in, and teams lose energy.
The framework highlights three practices that help leaders meet these needs in real time. The first is creating cultures of inclusion. This is less about policy and more about what happens every day. Simple behaviors like greeting people by name, welcoming questions, or noticing when someone helps a teammate create the conditions for belonging. Researchers call these prosocial behaviors, but most leaders know them as acts of respect. When practiced consistently, they signal to everyone that their presence matters and their contributions are noticed.
The second practice is cultivating trusted relationships. Trust does not grow from one announcement or one meeting. It develops when leaders communicate openly, listen carefully, and explain decisions so people understand why choices are made. It also develops in smaller, quieter ways: asking how someone is doing, acknowledging the stress of a tough shift, or sharing something personal that makes the relationship more human. Over time, these interactions layer together and create confidence that people can rely on one another.
The third practice is fostering collaboration and teamwork. Today’s work environments often spread across shifts, sites, or even hybrid arrangements. Because of this, leaders must be deliberate about how teams connect. Encouraging regular check-ins, using tools that make it easy to share information, and carving out time for people to connect beyond just the task helps reinforce the sense that the work belongs to the group, not just the individual. When collaboration is strong, people carry more pride in what they accomplish together, and they are more willing to support each other under pressure.
Knowing what to do to create community isn't enough; it's also about how we go about it. Community is built in the details, and one of the most powerful tools a leader has is language.
The words leaders use, especially in stressful moments, shape how people think, feel, and respond. Some phrases (even if unintentional) shut down thinking, limit conversation, or signal that feedback is not welcome. Other phrases do the opposite: they invite learning, signal respect, and help people stay engaged.
“For a community to be whole and healthy, it must be based on people’s love and concern for each other.”
Take a few minutes and practice rewriting common shutdown phrases into prompts that invite thinking. Start with what you’ve heard on the floor or said yourself during tough moments. The goal is to form habits of speech that keep the door open.
Examples:
From “Why did you do that?” to “What led to that choice?”
From “We tried that already” to “What would make it work this time?”
From “That will never work” to “What conditions would we need for this to work?”
These phrases may not feel natural at first, or may seem like they require more patience than you have in the moment. With repetition, they come easier—and they make the work better.
All of this might sound like a lot to remember, but it really comes down to what you repeat. When leaders keep showing up in ways that build connection, people start to trust it. It becomes normal to ask questions, to share credit, to show respect. If you're wondering where to start, here are some simple, proven ways to lead in a way that builds real community.
Best Practices for Building a Community
Ask Questions: When something goes wrong or needs improvement, how a leader asks questions makes all the difference. “What were you thinking?” shuts people down. But “What led to that choice?” opens the door for learning. Questions like “What are we missing?” or “What would make this easier?” reduce defensiveness and show the team that curiosity is welcome. That shift encourages people to speak honestly, and speaking honestly is the first sign of a real community.
Dig into the Why, Not Just the What: When something breaks down, it’s easy to assume the worst or jump to conclusions. But community grows when leaders take a different route that’s grounded in curiosity and respect. If a process isn’t followed, ask why. If a mistake happens, dig into the conditions, not just the behavior. Learning-focused leaders protect trust. They show the team that mistakes are growth opportunities, not blame. That mindset keeps people engaged and keeps the community intact.
Offer Multiple Ways to Contribute: Not everyone feels comfortable speaking up in a group setting. Some people need time to process. Others prefer to share ideas in writing or one-on-one. Community builds when leaders create multiple ways for people to participate, such as quick written check-ins, quiet follow-ups, or anonymous idea boxes. When people know they don’t have to be the loudest to be heard, they’re more likely to contribute. That’s how hidden ideas surface and silent voices start to speak.
Remember What Matters to People: Community depends on people feeling known. When a team member mentions something personal—a family situation, an outside goal, a stressful week—and a leader remembers it later, it sends a powerful message: you matter. Building a sense of belonging comes from recognizing and respecting individuals beyond their immediate tasks.
Praise Innovative Ideas: When someone raises a good point or finds a better way to do something, don’t let it stay isolated. Share that insight across shifts or teams and give credit where it’s due. Attributing comments, such as "Second shift raised a good point about this," shows that all contributions are heard, valued, and influence the group's operations.
Leaders who focus on building community strengthen the team’s ability to work together under pressure. They create an environment where people want to contribute, learn, and solve problems side by side. Over time, those patterns of respect and inclusion become part of the culture, and something the team can rely on.
At 3M Chem Ops, operational discipline depends on this kind of community. People who feel like they belong are more likely to raise concerns, follow standards closely, and support each other’s success, creating a foundation for reliable, safe, and effective teamwork.
Reflection Questions:
What signals do I send, intentionally or not, about whose voices matter on my team?
When was the last time I made someone feel seen or heard at work? What impact did it have?
What one habit can I build this week that strengthens community without needing a big effort?
Strengthen your understanding of Building a Community by sticking with the following resources. Use this opportunity to note new insights and adhere to practices that will enhance your leadership journey.
Workplace Mental Health & Well-Being | HHS.gov
Rekindling a Sense of Community at Work
