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

3.  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

5.  What is a “Manager” to you?  What is a “Leader” to you?  Are you a Manager or Leader?

6.  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.

7. Develop a list of the characteristics, competencies, and behaviors of effective leaders. 7 3/10/2011

8. What are the Five Functions of a Manager?  Planning  Organizing  Staffing  LEADERSHIP  Controlling (Feedback and Improvement) 8 3/10/2011

9. 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

10. Mission – DOE Specific Vision – A universal leadership competency Organizational expectations for supervisors List the Standards important to your organization 10 3/10/2011

11.  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

12.  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

13.  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!”

14.  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

15.  Leadership  Employee Engagement  Becoming a Learning Organization

16. 16 Leaders create, maintain, and change culture Managers act within culture

18. 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

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

20. 20 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.

21. Individual Accident

22. System Accident

23. Provide capability to make conservative decisions Make judgments based on reality Openly question & verify system Generate decision- making info Tiered approach Refine HRO system Deploy system Evaluate operations – meas. variability Adjust processes Ensure system provides safety Manage system, evaluate variability Foster culture of reliability Model organizational learning HRO Practice #1 Manage the System, Not the Parts HRO Practice #2 Reduce Variability in HRO System HRO Practice #3 Foster a Strong Culture of Reliability HRO Practice #4 Learn & Adapt as an Organization

26. All rights reserved © B&W Pantex 2011 HE Machining Incident What is The Hardest Button to Push?

27. All rights reserved © B&W Pantex 2011 27

28. 28 Ensure system provides expected outcome Manage system, evaluate variability Foster culture of reliability Model organizational learning

29. 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.

30. The most important thing, is to keep the most important thing, the most important thing. Stephen Covey, 8 th Habit Focus on what is important Measure what is important

33. 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

35. Video