Retooling for sustained business growth(3)

Team player

A 35-year veteran of 3M, Thulin is known for his emphasis on team work, a concept he learned to value as a young hockey player in one of Sweden's top leagues. He is known for his quick wit and accessibility, for focus and clarity, and for his uncanny ability to effectively prioritize.

As chief executive of the company, he said his main focus is to make sure that he makes the right investments. "But an equally important task is the development of people," he said, adding that unearthing talent and creating opportunities for them are other priorities.

Thulin said his style is to encourage people and be straightforward in dealings. "Don't wait. Tell them in person. Take them aside and if you want to give them advice, do it now. Make sure the communication is never too personal. If something is not working on your team, then change it," he said.

"It is important to decide on who should be on the bus. So don't wait. Stop at the next bus station, take on someone else and let someone off. You need to have high integrity. Otherwise the bus will stop."

According to Thulin, the fast-changing business world is much like an unknown forest. "You go into a forest. If the map doesn't connect with the forest, you'll have to throw away the map and get a new one. You constantly have to do it fast, or you will lose yourself in the forest."

A native of Malmo, Sweden, Thulin is an outdoor enthusiast who enjoys skiing, skating and hiking. Team work, practice and coaching are three important things he learned from sports. "You need to practice and make good preparations. You never win big if you don't practice," he said. "You always need to challenge yourself to the next level."

Thulin's favorite quote is from Henry Kissinger whom he met in New York two weeks prior to his recent trip to Chengdu. Kissinger once said: "It is difficult to take people to places they have never been."

For the 3M chief executive, however, the statement means that it is time to change something. It is important for a leader to have a vision and share the same with his team. But the trick is to get the team to follow the vision, which is really all about engagement. So the big question is how to engage with the team.

"Telling them to do things is neither engaging nor energizing. Instead, they should be a part of it," he said.