1. Nuclear Leadership James O. Ellis, Jr. Admiral, USN (Ret) Annenberg Distinguished Visiting Fellow The Hoover Institution, Stanford University President and CEO, INPO (Ret) joellisjr@comcast.net August 26, 2014 James O. Ellis, Jr. Admiral, USN (Ret) Annenberg Distinguished Visiting Fellow The Hoover Institution, Stanford University President and CEO, INPO (Ret) joellisjr@comcast.net August 26, 2014

2. Nuclear Leadership Creating A Culture for the Future: A Leaders Role Leadership in Crisis: Resilience and Responsibility Leadership Lessons: Observations of a Fellow Traveler Creating A Culture for the Future: A Leaders Role Leadership in Crisis: Resilience and Responsibility Leadership Lessons: Observations of a Fellow Traveler

3. Creating a Culture for the Future: A Leader’s Role Defining Culture: practices, values, shared experience and leadership Assessing Culture: a bit of a mystery but not a puzzle; resides “in the hearts and in the soul” Industry (and NRC) definition: “An organizations values and behaviors – modeled by its leaders and internalized by its members – that serve to make nuclear safety the overriding priority.” There may be many different cultures within a single large organization; the nuclear safety culture is a subset of the corporate culture. A good corporate culture does not guarantee a solid nuclear safety culture but it IS a requirement! Defining Culture: practices, values, shared experience and leadership Assessing Culture: a bit of a mystery but not a puzzle; resides “in the hearts and in the soul” Industry (and NRC) definition: “An organizations values and behaviors – modeled by its leaders and internalized by its members – that serve to make nuclear safety the overriding priority.” There may be many different cultures within a single large organization; the nuclear safety culture is a subset of the corporate culture. A good corporate culture does not guarantee a solid nuclear safety culture but it IS a requirement!

4. Creating a Culture for the Future: A Leader’s Role How does one shape an organizational culture? Through six “embedding mechanisms” according to Dr. Schein 1. What do you systematically pay attention to? 2. How do you respond in time of crisis? (more later!) 3. What signals are sent, unintentionally or not during the budgeting process? 4. How does what you say compare to what you do? 5. What behaviors do you reward and punish? 6. Who do you recruit, promote and fire; what does that say about the organization’s values? How does one shape an organizational culture? Through six “embedding mechanisms” according to Dr. Schein 1. What do you systematically pay attention to? 2. How do you respond in time of crisis? (more later!) 3. What signals are sent, unintentionally or not during the budgeting process? 4. How does what you say compare to what you do? 5. What behaviors do you reward and punish? 6. Who do you recruit, promote and fire; what does that say about the organization’s values?

5. Creating a Culture for the Future: A Leader’s Role Is the culture “Just”? How do we shape a culture and to what end? - Organizational: no carbon copies; must enable, motivate and inspire - Industry: bedrock foundation must be an unwavering commitment to nuclear safety What, after all, IS our role? - What only the LEADER can do - Setting of standards and expectations: THIS is who we are! - Like it or not, you are an elite and the price of greatness is responsibility. Is the culture “Just”? How do we shape a culture and to what end? - Organizational: no carbon copies; must enable, motivate and inspire - Industry: bedrock foundation must be an unwavering commitment to nuclear safety What, after all, IS our role? - What only the LEADER can do - Setting of standards and expectations: THIS is who we are! - Like it or not, you are an elite and the price of greatness is responsibility.

6. Leadership In Time of Crisis: Resilience and Responsibility Here, too, you have an essential role and a number of specific responsibilities: - Manage anxiety, don’t create it. - Always be brutally honest…and confident in a good outcome. - Be a closer; get things DONE! - Do not confuse management with leadership (more on this later!) Here, too, you have an essential role and a number of specific responsibilities: - Manage anxiety, don’t create it. - Always be brutally honest…and confident in a good outcome. - Be a closer; get things DONE! - Do not confuse management with leadership (more on this later!)

7. Nuclear Leadership James O. Ellis, Jr. Admiral, USN (Ret) President and CEO, INPO (Ret) joellisjr@comcast.net August 26, 2014 James O. Ellis, Jr. Admiral, USN (Ret) President and CEO, INPO (Ret) joellisjr@comcast.net August 26, 2014

8. Leadership Lessons: “Observations of a Fellow Traveler”

9. Leadership 7 Observations 7 Observations 7 Characteristics 7 Characteristics 7 Observations 7 Observations 7 Characteristics 7 Characteristics

10. Leadership Observations Leadership is not management It’s a (full) contact sport (and you are already in the game!) There is no single style It’s always situational It’s either good or bad You never stop learning You can lead by serving Leadership is not management It’s a (full) contact sport (and you are already in the game!) There is no single style It’s always situational It’s either good or bad You never stop learning You can lead by serving

11. “The Seven C’s”

12. CommitmentCommitment

13. “The Seven C’s” CommitmentCommitment CompetenceCompetence

14. “The Seven C’s” CommitmentCommitment CompetenceCompetence CredibilityCredibility

15. “The Seven C’s” CommitmentCommitment CompetenceCompetence CredibilityCredibility CommunicationCommunication

16. “The Seven C’s” CommitmentCommitment CompetenceCompetence CredibilityCredibility CommunicationCommunication CompassionCompassion

17. “The Seven C’s” CommitmentCommitment CompetenceCompetence CredibilityCredibility CommunicationCommunication CompassionCompassion CourageCourage

18. “The Seven C’s” CommitmentCommitment CompetenceCompetence CredibilityCredibility CommunicationCommunication CompassionCompassion CourageCourage CloserCloser

19. Date of PresentationINLEP Module 1 19 How am I doing? How will I really know?

20. “Out of intense complexities, intense simplicities emerge.” Sir Winston Churchill “There are simple answers. There are just no easy answers.” Ronald Reagan

21. Date of PresentationINLEP Module 1 21 “Do the right thing and do it now.” Jim Ellis When all else fails:

22. Date of PresentationINLEP Module 1 22 THANK YOU! QUESTIONS OR COMMENTS?

23. Nuclear Leadership James O. Ellis, Jr. Admiral, USN (Ret) President and CEO, INPO (Ret) joellisjr@comcast.net August 26, 2014 James O. Ellis, Jr. Admiral, USN (Ret) President and CEO, INPO (Ret) joellisjr@comcast.net August 26, 2014