Community Habits
Even the strongest community can fade over time without consistent, shared habits. Core principles only hold power when they become second nature. They are not just ideas we talk about occasionally, but ways of working that show up every day. That is why the most unified teams are often also the most predictable in how they operate.
When a group commits to a few simple, visible routines, the workplace begins to feel more consistent and respectful. People know what to expect from one another, which creates trust and stability. This is how unity grows and how a sense of shared culture begins to take root. Leaders who want to build strong teams have to turn these values into real, observable behaviors that shape the day-to-day experience.
This connection between daily practice and values is essential for safety as well. When guiding ideas remain only as words, they tend to disappear the moment stress, fatigue, or urgency takes over. When they have been practiced into habits, they begin to guide decisions automatically. In an environment like 3M Chem Ops, where standards cannot be compromised, this reliability protects both people and processes.
Self-Assessment: Community Habits
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership?
Have I made it clear which daily behaviors reflect the kind of culture we want to build?
Do I model the same standards and routines, even when the workload is high or stress is present?
Are there predictable ways my team sees values like respect, accountability, or unity show up in our daily work?
Do I actively reinforce small behaviors that align with our community values?
When someone slips on a cultural norm, do I correct it and reconnect it back to what we stand for?
Have I built routines—such as recognition, check-ins, or shared reviews—that strengthen how we work together?
Would new employees understand our culture through what they observe daily, not just what I say during onboarding?
How often do I invite the team to shape or improve the routines that define how we work?
Remember, this self-assessment is just a starting point for understanding your knowledge of Community Habits 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.
“People may hear your words, but they feel your attitude.”
John Donne once wrote, “No man is an island.” He wasn’t thinking about manufacturing or leadership, but the truth still applies: work is never just about the tasks on the line or the numbers on a report; it's also about the connections people build with one another. When community is strong, employees feel respected, supported, and invested in each other’s success. When it is weak, the signs are visible in both behavior and results.
What weak community can look like:
People skip optional meetings or team activities, choosing to disengage.
Information is kept in silos instead of shared freely across shifts or teams.
Recognition flows only from supervisors, with little peer-to-peer acknowledgment.
Conversations happen only in formal settings like meetings or emails.
Certain teams see higher turnover or absenteeism than others.
Conflict is avoided or escalated instead of handled within the group.
The team has no shared language, stories, or inside jokes that show belonging.
Leaders who spot these warning signs early can build better habits. Instead of letting silence, silos, or disengagement take hold, they can create routines that encourage participation, open sharing, peer recognition, and healthy conflict resolution.
If weak community shows up in silence, separation, and missed connections, then strong community is built through the opposite: small habits that bring people together, create clarity, and reinforce shared standards.
Here’s what strong community can look like in daily practice:
People show up for team activities and optional meetings because they feel included.
Information is shared across shifts and departments so everyone can do their work well.
Recognition comes not only from supervisors but also from peers who notice each other’s efforts.
Communication happens both formally and informally, with open conversations alongside meetings and emails.
Teams with strong bonds have steady attendance and lower turnover.
Conflict is addressed openly and respectfully, with solutions found inside the group.
Shared language, inside jokes, and team stories create a sense of belonging.
Set a reminder at lunch or mid-shift to check in with one person you haven’t spoken to much this week. Ask how things are going. One check-in a day builds a habit of visibility and care without taking more than a few minutes.
“Be an Encourager: When you encourage others, you boost their self-esteem, enhance their self-confidence, make them work harder, lift their spirits and make them successful in their endeavors. Encouragement goes straight to the heart and is always available. Be an encourager. Always.”
Community is not something people talk about once in a meeting, but is instead the set of choices and habits that we pick daily. A leader’s job is to take the values they talk about, such as respect, accountability, operational discipline, and safety, and make sure those values show up in how the team actually works.
When values stay as abstract ideas, they feel distant and optional. However, when we make the effort to identify and turn values into daily practices, we’re able to shape how people behave without anyone having to be reminded.
Best Practices for Community Habits
Connect Values to Daily Work: Values become stronger when they are tied to everyday actions. Accountability is seen when someone follows through on a task. Courage shows up when a person asks a difficult question. Unity is present when team members share knowledge or back each other up. When leaders highlight these connections, values stop being abstract. People see that culture is not an extra responsibility; it is already built into the work they do.
Reinforce with Small Actions: Culture grows in the moments leaders notice and reinforce the right behaviors. Thanking someone for raising a concern, recognizing when one person helps another, or pointing out a safe decision may seem small, but these signals add up. Over time, the team learns what is valued and what gets attention. The little actions leaders take each day do more to build culture than the big speeches.
Keep Consistency Under Pressure: Anyone can talk about values when the workload is light. The real test comes when deadlines are tight or stress is high. If leaders drop the standards in those moments, the message is clear: culture is negotiable. But when leaders hold the same expectations under pressure, people trust that the culture is solid. That consistency shows the team that values are more than words; they are the standards for how everyone works, no matter the circumstances.
Share Ownership of the Culture: Community is strongest when the team sees it as theirs, not just the leader’s. Leaders can involve the team by asking them to point out examples of the values in action, highlight teamwork they noticed, or suggest new practices that reflect the group’s priorities. When the team participates, culture stops being something they receive and becomes something they protect together.
Build Routines that Match the Values: Habits are easier to keep when they are built into routines. Leaders can do this by adding small practices that reflect the culture: opening meetings with recognition, reviewing safety lessons at the end of the week, or checking in on how people supported one another. Over time, these routines become part of the team’s identity. They anchor the values in ways that feel predictable and reliable.
Community doesn’t just happen when people get along, but has to be built into the daily patterns of how teams show up and work together. It’s not measured by statements but by what happens during handoffs, under pressure, and in moments that don’t make it into a report. Where belonging, clarity, and trust are present, people align their choices with the same standards and protect the same outcomes.
Operational discipline at Chem Ops depends on that alignment and the trust that teams will follow through, stay clear on priorities, and meet challenges without drifting from the standards. Community habits are what make that possible. When leaders model consistency and reinforce shared routines, they make it easier for everyone to stay focused, protect safety, and meet expectations.
Reflection Questions:
What is one team habit I want to strengthen or introduce this week?
How do I model consistency, especially during stress or pressure?
When was the last time I invited the team to shape or reflect on our culture?
Do I make time to notice and name the ways people support each other at work?
Strengthen your understanding of Community Habits by sticking with the following resources. Use this opportunity to note new insights and adhere to practices that will enhance your leadership journey.
3 Surefire Ways to Build Team Camaraderie
