discuss the fundamentals of leadership including core attributes and expectations for setting and...

Discuss the fundamentals of leadership including core attributes and expectations for setting and maintaining a high level of standards within the DOE complex.

Leadership is the art of getting someone else to do something you want done because he wants to do it.

Dwight Eisenhower

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it. Theodore Roosevelt

What is a “Manager” to you?

What is a “Leader” to you?

Are you a Manager or Leader?

Define “Manager” INPO FLL Seminar - A Manager is someone who

conducts business. Merriam-Webster – Someone who is in charge of

a business, department, etc.

Define “Leader” INPO FLL Seminar - A Leader is someone who is

purposefully going somewhere new and inviting others to participate.

Merriam-Webster – A powerful person who controls or influences what other people do.

Develop a list of the characteristics, competencies, and behaviors of effective leaders.

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What are the Five Functions of a Manager?

Planning Organizing Staffing LEADERSHIP Controlling (Feedback and Improvement)

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Core attributes of the exceptional leader:

Has uncompromising high standards and integrityIs willing to do the hard work of critical thinking OR enlist the help of others that canAccepts responsibilityMaintains an upbeat positive outlookDisplays a pattern of good judgmentIs willing to deal with difficult employee issues

Source: INPO 04-003, Guidelines for Effective Nuclear Supervisor Performance

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Mission – DOE Specific

Vision – A universal leadership competency

Organizational expectations for supervisorsList the Standards important to your organization

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The U.S. Nuclear Deterrent is Essential Deters threats from weapons of mass destruction Assures our allies of their security Dissuades potential adversaries from threatening U.S. interests Defeats potential adversaries if not deterred

Value of U.S. Nuclear Deterrent isn’t the number of warheads but the credibility of our capabilities in the minds of those we seek to deter, dissuade, or assure

To achieve its psychological and political objectives, deterrence requires nuclear capabilities to be visible and credible

The DOD delivers the U.S. Nuclear Deterrent

The DOE provides the weapons and the support infrastructure The DOE is an essential component of the U.S. Nuclear Deterrent!

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Its what DOE sites are supposed to do We profess that we can operate in a safe environment by

following procedures

HROs are proactive – not reactive Focus on improving the external environment –not

waiting to fix the bad response to the environment (unhealthy safety culture)

Get out in front of the schedule to avoid becoming a victim to it

An integral part of high reliability is understanding organizational culture

What it does for you - strengths What it does to you - inhibitors

If you proactively fix the environment –production will increase, safety/security/quality will improve and the culture will be healthy

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Lead by example Meetings Manager Observations Procedure Adherence Pre-Jobs, Operations, Post-Jobs Briefings Training Lessons Learned What you get, is what you reinforce What you measure, becomes what is important Standard of Silence - Omission is permission “What is of interest to my boss, is fascinating to

me!”

Challenge inappropriate behavior Hold others accountable Provide Performance Feedback Provide coaching at all levels Follow up on issues/concerns and give feedback Use Reinforcement for good/bad behaviors Raise the bar Be a role model and set the example Conduct yourself professionally and not

emotionally Be consistent in expectations

Leadership Employee Engagement Becoming a Learning

Organization

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Leaders create, maintain, and

change culture

Managers act within culture

HRO Definition:An organization that repeatedly accomplishes its high hazard mission while avoiding catastrophic events, despite significant hazards, dynamic tasks, time constraints, and complex technologies.

Do you feel that your work environment should be an HRO?

High Reliability Operations: A Practical Approach to Avoid the System Accident; Dr. Richard Hartley

• Safe, Secure, and Quality Workplace• Sustainable and reliable work processes• Job Security• Certainty of Future Missions• Customer Satisfaction

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Leaders set the stage as to the expectations of work performance (good or bad) and most employees will strive to meet or exceed those expectations. If management allows a standard of silence by not addressing safety, security or quality issues, then they set a less than adequate safety, security or quality culture. However, a true leader will reinforce good practices and/or coach/mentor poor practices, they set high standards of expected work and behaviors in the work environment.

Individual Accident

System Accident

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HE Machining Incident HE Machining Incident What is The Hardest

Button to Push?

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Ensure system provides expected outcomeManage system, evaluate variabilityFoster culture of reliabilityModel organizational learning

Leadership is one of the key attributes of a successful HRO. Without key senior leadership driving toward an HRO, change will never occur within an organization. Safety, Security and Quality are leadership objectives that should be shared by all levels of Management. We should be learning from our mistakes, leaning out our processes and implementing continuous process improvements throughout the organization.

The most important thing,

is to keep the most important thing,

the most important thing.

Stephen Covey, 8th Habit

Focus on what is important

Measure what is important

Intelligent, rational, objective, tough

Steady, hardworking, deliberate, orderly, dependable

Creative, quick-thinking, sees big picture, cheerful, open

Dreamer, preoccupied with the

opposite sex, playing golf, and beer

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