Overview of IAEA Lea D Webbased Toolkit Material

Overview of IAEA Lea. D Web-based Toolkit Material Pekka Pyy Wendy Anyster

Overview of Nuclear Leadership DNA (Lea. D) The “How to” Digital Hub to Help you to design, develop and Implement a Successful Nuclear Leadership Development Programme

Contents • What is Nuclear Leadership DNA (Lea. D)? • Background and contents of the model • Resources (guidelines, tools, best practices) • Use and development • IAEA and Nuclear Leadership development • How to get access to the Hub (last slide)

Nuclear Leadership DNA (Lea. D) • Nuclear leadership DNA (Lea. D) is a community of practice website that intends to inform any newcomer, or a slightly more advanced practitioner, in the field of nuclear leadership about what everyone should understand about developing nuclear leadership.

IAEA Lea. D Background – how to begin the road towards compliance with GSR Part 2? Lea. D (Nuclear Leadership DNA) Supports the requirements in GSR Part 2 by ; • Providing a simple model process frame for the development of nuclear leaders • The process guides the user through the various stages to be followed in developing leaders at any stage of the nuclear lifecycle or within regulatory or other nuclear – related organisations • Version 1. 0 is available for Capacity Building Hub Members. Content update coming Summer 2019 5

Content of the Lea. D DNA model By use of questions as narrative, Lea. D intends to make it practical to the users LINK TO LEAD (requires registering) The participation of WANO and INPO personnel in the developing the Lea. D is duly noted 6

What do the Lea. D sections contain ? • A section of “advice” text • Videos and other information to help organisations/members through the process • Some examples below and in following slides Influencing people outside my organisation Influencing people inside my organisation Leading my Team and Influencing those that need to follow my requirements Leading my Team 7

Content of Sections 1. What are the benefits of nuclear leadership? • Contains videos (initial explanation and leader perspective), Information from significant events, IAEA leadership blueprint 2. Where do I begin nuclear leadership development ? • Contains diagrams on how to carry out gap analysis, list of useful tools to perform the analysis at individual, team and organisation levels. Current performance analysis (where are we now? ) Determine desired performance (where do we want to be? ) Identify the performance gap Determine core behaviours to close the performance gap Identify key learning & development themes

Content of Sections 3. What should my programme include ? • Principles for programme design, engaging teams and embedding learning, how to design a good leadership programme 4. What are the principles of Implementation ? • How to launch, communicate and deliver a good leadership programme, roles and responsibilities for delivery Programme launch Participant debriefing Programme commitments Pre-work Development activities

Content of Sections 5. How do I evaluate programme success ? • Advice on what to measure and how to measure it, so that a clear picture of programme success (or otherwise) can be created. 6. How do I make Nuclear Leadership Sustainable ? • How to maintain good leadership, and re-invigorate existing leadership systems. Step 1: Select criteria that can be assessed and which are specifically linked to the organisation’s objectives for the leadership programme Step 2: Benchmark/ Baseline the criteria before so that you determine the impact Step 3: Determine the time frame/frequency for assessment before starting the programme; set milestone points to ensure assessment is done at the right time.

Overview of Nuclear Ledaership DNA (Lea. D Model) • What does Nuclear Leadership mean? • How does Nuclear Leadership Differ from Management? • What are Traits of a Good Nuclear Leader? • What are the Different Styles of Leadership? 11

What are the traits of a good Nuclear Leader? Global Leadership Behaviour Nuclear Industry Specific Nuclear Power Plant Specific

1. Benefits of Nuclear Leadership- Content Example

2. 1 How Should the Analysis be performed? 2. 2 Important considerations successful analysis Section 2: Where do I begin? for 2. 3. Assessment Guide 2. 4 Assessment Tools 2. 5. Lea. D Self- assessment 2. 6 References/Relevant Articles 14

Section 2: Where do I begin with Nuclear Leadership Development? Level of analysis? Individual leaders? Leadership Team? Organisation-wide? Choose the needs analysis/assessment tools Self-assessments? Peer assessments? Psychometric Assessments? Off—the shelf generic assessments? Work sample assessments? 360 Degree Evaluations? Conduct the analysis Current performance? Desired performance? Performance gap? Priority development areas? Development themes? Integrate the assessment results Emerging leadership development objectives? 15

Resource Example: Assessment Tools Individual Team Organisational • Self-assessment questionnaires • Personality assessments (e. g. Myers Briggs Type Indicator (MBTI) , Occupational Personality Questionnaire (OPQ) , 16 Personality Factor (16 PF), Identity Profiling Questionnaire, Emotional Intelligence (EQi) • Specific ability tests (e. g. critical thinking test) • Assessment Centre • Situational Judgement Test • 360 Degree Leadership evaluation (e. g. Primary Colours Leadership 360 Survey; Leadership Practices Inventory) • Disc Leadership Profile • Team effectiveness survey (e. g. Lumus 360 team effectiveness survey) • MBTI Team Profile • Emotional Intelligence (EQi) Group Report • Five Behaviours of a Cohesive Team • Belbin Team Roles • Team Behavioural observations (e. g. Tents Team Observation Tool) • Integrated 360 degree Leadership Evaluation • Team Effectiveness Assessment • Collaborative Teamwork Assessment • Safety Culture Perception Questionnaire • Mc. Kinsey 7 S Organisational Analysis • Leadership and Management Effectiveness Reviews • Employee Engagement Surveys • Organisational Culture Surveys (e. g. Handy Culture Questionnaire) • Industry Peer Reviews (e. g. WANO Peer Reviews) • Integrated HP event analysis • SWOT Analysis • Root Cause Analysis • Cause and Effect Analysis • Stakeholder surveys / feedback

Resource Example: Assessment Guide 17

Resource Example: Assessment Guide 18

Resource Example: Lea. D Self-Assessment 19

Section 3. What should my leadership development programme include? • Principles to guide the design of your programme • Key activities in the programme design phase • Learning and development methods • Typical components of a leadership development programme 20

Section 3. What should my leadership development programme include? Principles to guide the design of your programme Key activities in the programme design phase Learning and development methods Typical components of a leadership development programme

Resource Example: Design templates

Leadership Programme – Primary Objective Ensure that our leaders are equipped to improve the Nuclear Safety Culture and establish engaged and high performing teams who work collaboratively to achieve our strategic results. Overarching principle: Leadership development needs will be informed both by nuclear industry standards and our unique operating context. Our Vision & Strategic Objectives Personal Leadership Nuclear Industry Standards INPO, WANO, IAEA Operational Leadership Team Leadership Desired Organisational Culture (values & Behaviour) Strategic Leadership Increased Organisational Effectiveness Phase 1 Phase 2 0810 Exec Morning Outcomes Phase 3 Phase 4 Individual Coaching Meeting & Development Leadership Development Sessions (All leaders) Team Coaching & Action Learning Leadership Development Sessions (Senior Leaders) One to One Behavioural Coaching Building relationships in the workplace Live Coaching at Lead Team Meetings Getting strategy into action Individual Development Programme (IDP) Leading high performing teams Bite-sized (2 -3 hour) Team Coaching Sessions Getting values into action Individual Assessment (e. g. 360 Leadership evaluation) Facilitating team meetings Team Assessments (e. g. MBTI II Team Profile) Leading organizational improvements & changes Multi-level Self-directed learning Action Learning Reflective Learning Design & Delivery Principles Team Coaching Individual Coaching

Section 4: What are the principles of Implementation ? • Programme Delivery phases and key activities • Roles and responsibilities in programme implementation • Factors to take into account for successful programme implementation 24

Key factors for successful delivery Location: Group size Group composition (Horizontal slice, vertical slice or both Core versus Elective modules Enrolment External versus internal facilitators Programme Launch On-boarding and programme briefing 25

Section 6 How to Evaluate the success of the Programme • Steps in the process of Evaluating the Programme • Principles to Guide the evaluation and choice of material • Possible measures to evaluate programme implementation, outputs and outcomes 26

Principles to Guide Evaluation Decide on how to approach the measurement of the programme upfront Measure at every phase Use many evaluation tools and measures for evaluation Use both short-term and long-term measures Use both quantitative/qualitative methods Remember the ultimate objective 27

Section 6: How do I make the programme benefits sustainable? • Sustaining leadership • The nature of leadership – the expanding view 28

Influencing people outside my organisation Influencing people inside my organisation Leading my Team and Influencing those that need to follow my requirements Leading my Team 29

Embedding “Embedding” is the term for the act of establishing a practices and behaviours into the workplace such that previous unwanted practices and behaviours are overtaken by the new, better way of doing things. ‘Normal practice and behaviour’ once embedded should be observed to match the standards and expectations, and the practices and behaviours described by the leaders creating fresh impact based on the development programme that they have undertaken. Leadership activities are undertaken without having to refer extensively to checklists or ‘crib’ sheets. Leaders will also be able to answer why an activity is included or able to demonstrate that this is the ‘habit’. To be ‘embedded’ the practices and behaviours have to have become the ‘natural’ choice of leaders for achieving an outcome. In other words the choice as to how the outcome is achieved always follows the accepted and developed skills of leadership put in place by the organisation. This can be tracked by the movement through the following learning process, and embedding would be the process or procedure on the verge of being transformed from conscious/competence to unconscious/competence, and all leadership practices and behaviours seen to be in the area of unconscious/competence. 30

Use of the Lea. D Model • The model has been released in full, however, it is undergoing continuous revision to maintain current relevance. • “Version 1. 1” to be deployed by summer with more material about how to arrive in compliance with GSR Pt. 2 • The model will be used by individuals and teams responsible for building and managing leadership development programmes • This model can be applied to large or small organisations, including governments, operators and regulatory bodies and at any stage of the nuclear lifecycle process. • The part of the model which requires most work for the user is the preparation phase – this is vital if the programme is to give organisations the best result – but you should also not forget embedding • To use the model successfully, organisations must engage their senior leaders/stakeholders and those tasked with leadership development • Help is available. Issues can be discussed with IAEA team members, who can advise as required/requested.

Access the CBH Hub GO: • https: //nucleus. iaea. org/sites/connect/CBHpublic/Pages/default. aspx • • • 1) In the upper right corner of this web page, click on "Register" and complete the form. An email will be sent to you after your registration. Click on the link in the email to confirm your registration in NUCLEUS. (If you already have a NUCLEUS account start at Step 2. ) 2) Send your user account name, i. e. your email address, to CBH. Contact. Point@iaea. org with the following information: your name, position, organization and country. Please indicate in which topics you are interested: Workforce Planning, Nuclear Training and SAT, Nuclear Leadership Development, Stakeholder Involvement, Human Performance. You can also choose all topics. 3) Once your registration to the Hub is approved and confirmed by email, you can access the Members Area in the Nuclear Energy Capacity Building Hub. • https: //nucleus. iaea. org/sites/connect-members/cbh/Pages/Home. aspx • And then SHORTCUT to the Lea. D tool (version 1. 1. will roll out these days): • https: //nucleus. iaea. org/sites/connectmembers/cbh/Leadership. Tool/LEADERSHIP_TOOL/Leadership. html

Thank you! @IAEANE www. iaea. org/nuclearenergy Interested in becoming an MSN member? You also gain the CBH Hub membership. Please follow the links below for registration information and website access - Registration process: https: //nucleus. iaea. org/sites/connect/MSNpublic/Pages/Registration. aspx MSN site: https: //nucleus. iaea. org/sites/connect/MSNpublic/Pages/default. aspx If you have any questions regarding the MSN network, please feel free to contact. D. Jeon@iaea. org or A. R. Cartas@iaea. org or P. T. Pyy@iaea. org