Transcript U. S. Department of Energy First Line Leadership Seminar


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.
7
3/10/2011
What are the Five Functions of a Manager?





Planning
Organizing
Staffing
LEADERSHIP
Controlling (Feedback and Improvement)
8
3/10/2011
Core attributes of the exceptional leader:






Has uncompromising high standards and integrity
Is willing to do the hard work of critical thinking OR
enlist the help of others that can
Accepts responsibility
Maintains an upbeat positive outlook
Displays a pattern of good judgment
Is willing to deal with difficult employee issues
Source: INPO 04-003, Guidelines for Effective Nuclear Supervisor Performance
9
3/10/2011
Mission – DOE Specific
Vision – A universal leadership competency
Organizational expectations for supervisors
List the Standards important to your organization
3/10/2011
10

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!
11

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
12











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
Leaders create,
maintain, and
change culture
Managers act
within culture
16
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
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.
20
Individual Accident
System Accident
• Ensure system
provides safety
• Manage system,
evaluate variability
• Foster culture of
reliability
• Model organizational
learning
• Generate decisionmaking info
• Tiered approach
• Refine HRO system
• Deploy system
• Evaluate
operations –
meas. variability
• Adjust processes
HRO Practice
#1
Manage the
System, Not
the Parts
HRO Practice
#2
Reduce
Variability in
HRO System
HRO Practice
#4
Learn & Adapt
as an
Organization
HRO Practice
#3
Foster a Strong
Culture of
Reliability
•Provide
capability to
make
conservative
decisions
•Make judgments
based on reality
•Openly question
& verify system
HE Machining Incident
What is The Hardest
Button to Push?
All rights reserved © B&W Pantex 2011
All rights reserved © B&W Pantex 2011
27
Ensure system provides expected outcome
Manage system, evaluate variability
Foster culture of reliability
Model organizational learning
28
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
Video