Expectations for People Leaders
Turn enterprise goals into clear team priorities.
Focus the team on what truly matters, not just staying busy.
Work well across functions and help the team prioritize outcomes over activity
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In practice: “What matters most right now, and how do we know we are winning?”
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Leader actions:
Clearly connect team goals to enterprise priorities.
Translate priorities into 3–5 clear outcomes the team owns.
Regularly ask, “What result are we driving?”
Help the team stop or simplify work that doesn’t add value.
Align with partners early to avoid rework and delays.
Review progress frequently and adjust priorities as needed.
Celebrate results, not just effort.
Create an environment where speaking up—upward and across—is expected.
Encourage better, simpler, and safer ways of working.
Use data, curiosity, and action to drive meaningful change.
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In practice: “Is there a better way to do this—and what does the data tell us?”
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Leader actions:
Invite ideas and questions from all levels.
Ask, “Is there a better, safer, or simpler way?”
Encourage teams to speak up across functions.
Use data and facts to explore improvements.
Test new ideas on a small, low-risk scale.
Remove barriers that slow work or create waste.
Act decisively once a better approach is identified.
Set clear expectations and hold yourself and others accountable.
Pay attention to details while keeping the bigger picture in view.
Guide problem-solving and ensure commitments are followed through.
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In practice: “Who owns this, by when, and how will we follow up?”
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Leader actions:
Set clear expectations for roles, timelines, and quality.
Confirm ownership before work begins.
Ask clarifying questions to ensure shared understanding.
Track commitments and follow up consistently.
Address gaps early, not after deadlines are missed.
Guide teams through structured problem-solving.
Hold yourself accountable before holding others accountable.
Connect work to purpose and clear goals.
Coach, give feedback, and develop people to perform at their best.
Recognize contributions and build future capability on the team.
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In practice: “Does everyone know why this work matters and how they contribute?”
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Leader actions:
Clearly explain why the work matters.
Set goals that people understand and can influence.
Coach regularly—not only during formal reviews.
Give timely, specific feedback.
Recognize effort, progress, and results.
Develop people by stretching skills and capabilities.
Identify and build future leaders on the team.
Lead with safety, ethics, and respect—always.
Address issues quickly, fairly, and consistently.
Model the behavior you expect from others.
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In practice: “Are we creating a safe, respectful environment where people can speak up?”
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Leader actions:
Model safe and ethical behavior at all times.
Address unsafe or disrespectful behavior immediately.
Treat all people fairly and consistently.
Listen with openness, especially to concerns.
Respond calmly to problems or bad news.
Make decisions aligned with company values.
Set clear expectations for respectful behavior—and reinforce them.
Why this Works for 3M Leaders?
Concrete actions, not concepts
Easy to practice in the flow of work
Clearly tied to existing Performance Culture Behaviors
Supports safety, engagement, and execution