U. S. Department of Energy

1. Leadership Seminar Integrity Module 6 U. S. Department of Energy

2. Safety Message

3. Key Learnings: • Review Daily Key Learnings: • Discuss any further learnings • Any more PLUS/DELTAs • Add to the flip chart

4. Integrity - What does it mean to you? Senator Alan Simpson: “If you have integrity, nothing else matters.  If you don’t have integrity, nothing else matters.”

5. Why your mother told you, “Do not talk to strangers.” • Sources: BuzzardBros.com; First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

6. Integrity - What is it? • Firm adherence to a code of ethical or moral values • The state of being whole, entire, or undivided • Integrity is composed of: • Honesty • Embodiment of the ethics and morals • Humility • Courage Sources: http://www.webster-dictionary.org/; The Speed of Trust, S. M. R. Covey, et al, Free Press, NY, NY 2006; First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

7. Ethics and Morals Ethics Morals Sources: http://www.webster-dictionary.org/; First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA values based on universal principles and standards Motivation based on ideas of right and wrong

8. Three Dimensions of Ethical Behavior Instilling in others a greater desire to develop Ethical Courage and Ethical Knowledge Ethical Leadership Ability to act on your values and principles Ethical Courage Personal values and principles and, awareness of “Right and Wrong” Personal Awareness Source: Dean Ned Hill, BYU, Marriott School of Business; First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

9. Trust - What does it mean to you? What are some statements that you use to build trust/tear down trust?

10. Trust - Definition • Confidence or reliance based on the integrity, truthfulness, justice, friendship, or other sound principles of another person. • What builds trust? • Acting on Truth and Reality • Sincere Listening and Straight Talk • Clarity and Transparency • Respect and Loyalty • Keep Commitments and Deliver Results • Accountability and Correcting Mistakes Sources: http://www.webster-dictionary.org/; The Speed of Trust, S. M. R. Covey, et al, Free Press, NY, NY 2006; First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

11. Integrity – Why talk about it? Faces in the News

12. Values Pop Quiz Ethical Dilemma: You are driving home from work in your new Corvette in a driving rain. At the side of the road, standing below an underpass, you see three people - a loyal, long-time friend, an old woman on her way to her dying husband’s bedside, and a beautiful woman/handsome man who seems immediately attracted to you. The Corvette only seats two. Who gets the ride to where they need to go? Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

13. Trust + Values, Not Emotions Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

14. Multi-Generational work Force • Traditionalists: Born 1922 – 1946 • Value Quality, Respect and Authority • Hard Workers and Conservative • Baby Boomers: Born 1946 – 1964 • Workaholics, Sacrificed to get ahead • Loyal to Employers • Generation X: Born between 1965 – 1980 • Learners, Team Oriented, Care about Productivity • Grew Up with Computer Technology • Generation Y: Born 1980’s or later (Millennials) • Self-reliant, Need Variety, Goal Driven, and Diverse • Technologically Savvy and Need Constant Reinforcement Do We Have a Generational Divide?

15. Our Future Workforce Exercise: What values and attributes do you see exhibited in society (schools, colleges, communities, businesses, and government)? What values and attributes do you see exhibited in DOE?

16. Our Future Workforce Teen Attitudes: • 40% believe it is sometimes necessary to cheat, plagiarize, lie, or behave violently to succeed. • 51% believe the end justifies the means. • “Just about everyone [individuals and businesses] is cheating in some way or another. It is a common thing among society that is seemingly accepted.” Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

18. Our Future Workforce Rutgers University findings from a 20-year continuous study: • 75% of college students cheat. • 1/3 of college professors do nothing about it. Why? • Policing plagiarism might hurt the cheaters self-esteem. • They risk becoming enemies to students. • Plagiarists are victims, teachers are oppressors. CHEATWAVE Handout Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

19. Failures of Integrity – Top Causes • Pressure to perform or succeed • Short-term goals and focus • Lack of core values and defined boundaries Top Enablers • Failure makes integrity a known expectation • Lack of reinforcement for appropriate behaviors • Misguided positive reinforcement for results Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

20. Pressure – Sources and Probability Pressure = P X = amount of money involved P = f(X) for you mathematicians • Schedule – milestones, critical path, incentives • Budget – revenue, profit, overhead, costs • Corrective Action Plan deadlines – root cause analyses, audits • Performance improvement goals – observations, technical failures Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

21. Pressure + Misguided Reinforcement Production pressures can lead to misguided reinforcement. • Reinforce wrong behaviors to meet production goals • Standard of Silence • Omission is Permission • Lead to Near Misses (maybe unreported) • Lead to Events • Site Specific Examples • Negative Consequences

22. Pressure + Misguided Reinforcement OSHA proposed $2.78 million in fines following an inspection into the death of a maintenance worker at Cintas (our countries largest laundry company) in Tulsa, OK.

23. Roadblocks to Leading with Integrity • Failure to realistically define true issues • Viewing issues as an either/or case (gray, not black or white) • Selecting easiest action or solution • Failure to consider long-term implications or consequences • Acting on emotion (personal bias, lack of courage, ambition) Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

24. Roadblocks to Integrity Case Study: • As a Leader, you and your shift are inventorying and re-stocking emergency supply cabinets in the facility on backshift. Warehouse personnel delivered a truckload of cardboard cartons of anti-c clothing, air sampling filter papers and cartridges, gloves, shoe covers, and respirators to a staging area outside the control room. While you are unpacking a carton, you find a envelope addressed to the facility’s Health Physics Manager attached to a 20-lb bag of shelled pecans. The envelope contains two tickets to a sporting event and a note thanking the manager for the order, with the explanation that the peanuts he requested were not available, so the pecans were substituted. The pecans and tickets do not appear on the packing list and invoice.

25. Integrity in the U.S. Work Place • 56% of employees observed unethical behavior at work in last 12 months • Only 9% of employees felt they have an ethical culture at work Introspection: • How does your organization measure up? • As a Leader, has my integrity been challenged, and if so, how did I respond? Sources: : An Inside View of the Private Sector, 2007 National Business Ethics Survey; First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

26. INTEGRITY– WHERE CAN I GET SOME? Intrinsic Sources: • Human Nature (Yes/No) Extrinsic Sources: • Mom and Dad, Family, Home Environment • Teachers, Professors, Peers, Public Environment • Spouse, Co-workers, Bosses, Friends, Employer, Public Environment • Laws and Regulations

27. INTEGRITY– WHERE CAN I GET SOME? • “Laws and regulations are, and will remain, the most influential drivers of corporate ethics, but legislation is no substitute for the presence of leaders who support and model ethical behavior.” Edward T. Reilly, AMA • “I have gained by this philosophy: That I do, without being commanded what others do only from fear of the law.” Aristotle • “Integrity has no need of rules.” Albert Camus Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

28. I feel the need, the need to lead! (with Integrity) • “Managers demonstrate high levels of integrity and serve as role models for others to emulate.” INPO POs&C, OR2-2 • “To see what is right and not do it is want of courage.” Confucius • The only thing necessary for the triumph of evil is for good men to do nothing.” Edmund Burke Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

29. Foundationsof Workplace Integrity • Set Clear Expectations - Personal & Organization Codes of Conduct – Walk the Talk and Mentor • Deal in Truth, Reality & Transparency – No Personal or Hidden Agendas • Listen Sincerely and Talk Straight • Respect and Consider Other Ideas & Perspectives • Keep Commitments and Deliver Results • Be Accountable and Correct Mistakes • Recognize and Reinforce Acting with Integrity • Reduce Incentives and Motives to Cut Corners Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

30. Actingwith Integrity Checklist • Is the action legal? • Does the action make me feel uncomfortable? • Does the action align with my organization’s values and policies and my personal values? • Is the action ethically and morally right? • What are short- and long-term consequences of this action and who will be affected? • Would the most ethical person I know take this action? • In retrospect, will I feel good about this action? • Would I feel good if knew about this action? • How would the media and public judge this action?

31. Summary Activity Create a caricature that depicts the characteristics of the Leader who acts with Integrity.