Graham McKendryGroup Vice President

URS Global Management and Operations Services

The Vital Role of Leadership in Alignment and Change

Leadership Behaviours to support our Journey to Excellence

“We are what we repeatedly do, Excellence then is not an act, but a habit “

- Aristotle

Ever Been on a Winning Team?

Or When things don’t go so well?

Ask yourself the question• When you see and feel the energy and enthusiasm

of a safe, effective, high performing, engaged, motivated, focused and successful enterprise…….

• How come all of us don’t always work this way?• Why doesn’t everyone jump on board?

Why Bother?

There is great business and social benefit to overcome Organisational

Malaise

Choose to Lead

• Why Leadership Behaviours?

• Some Leadership Learning

• How we are doing it at Sellafield

Choose to Lead• Leadership is a choice• Leadership is a learned behaviour• It requires effort and work• ……………………..a definition?

Your Ability to Excite Others to Higher Performance

What’s the Form looking like?

Here’s the Form• Typical feedback

– “Too task focused to lead or set direction”– “Leaders take the problem rather than hold everyone to account”– “Didn’t feel like leaders in the room”– “Apathetic”– “Not good at keeping promises”

• Given this – what’s the probability of success• Who’s accountable?

Who’s responsible?

We are the LEADERS.Behavioural changestarts with us…

Choose to Lead• Hansei

– Deeply reflect and own the situation– This is your team, your business, the culture

reflects your leadership– Own the situation ………..Choose to Lead

Heads, Hearts and Hands• Heads

– Strategic Business Benefit– Business Driver– Value Proposition– Strategic Enabler

Heads - Hoshin Kanri –Set Direction, Create the Vision, Align the Effort

• Develop the strategy – What is the direction for your team?

• Challenge – Introduce tensions to performance expectations

• Show respect. Engage the team in the How To• Focus on the Goal

Heads, Hearts and Hands• Hearts

– Understand the Culture– Nemawashi – involvement and engagement in

Solution design

Hearts – Understanding Culture

Heads, Hearts and Hands• Hands

– Engagement, Motivation, Excitement– Simplicity, participation– Fill and own the Void– Gain trust and allegiance

Engaging our People

Precision Leadership – The ABC• Antecedent• Behaviour• Consequence

Leadership Behaviours at Sellafield

Hold self and

others to account

Com

mit

to

standards

Lead byexample

Leadership Behaviour Improvement Plan

1. Hansei – Deeply reflect and own the problem2. Set the Challenge – Introduce tension to drive improvement and

innovation

3. Nemawashi – Gain alignment on Strategic Direction

4. Focus on engagement and motivation

5. Lead by Example - Remember -

– “Your actions speak so loudly I cannot hearyour words”

So what do we need to do to be really successful? Heads, Hearts and Hands

The best way to make a movement, if you really care, is to courageously follow and show others how to follow.

• http://youtu.be/hO8MwBZl-Vc

“Thinking is the hardest work there is, which is the probable reason so few engage in it”

Henry Ford