This document discusses the vital role of leadership in driving alignment and change. It emphasizes that leadership is a choice and a learned behavior that requires effort. The document advocates for a heads, hearts, and hands approach to leadership, where leaders set strategic direction ("heads"), understand and engage their culture ("hearts"), and motivate their people ("hands"). It provides examples of leadership behaviors that Sellafield is focusing on, such as reflecting deeply on problems, setting challenges to drive improvement, gaining alignment on strategies, and leading by example. The overarching message is that behavioral change starts with leaders owning problems and courageously leading their people through following themselves.

2. Graham McKendry
Group Vice President
URS Global Management and Operations Services

3. 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

4. Ever Been on a Winning Team?

5. Or When things don’t go so well?

6. 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?

7. Why Bother?
There is great business and social
benefit to overcome Organisational
Malaise

10. Choose to Lead
• Why Leadership Behaviours?
• Some Leadership Learning
• How we are doing it at Sellafield

11. 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

12. What’s the Form looking like?

13. 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?

14. Who’s responsible?
We are the LEADERS.
Behavioural change
starts with us…

15. 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

16. Heads, Hearts and Hands
• Heads
– Strategic Business Benefit
– Business Driver
– Value Proposition
– Strategic Enabler

17. 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

18. Heads, Hearts and Hands
• Hearts
– Understand the Culture
– Nemawashi – involvement and engagement in
Solution design

19. Hearts – Understanding Culture

20. Heads, Hearts and Hands
• Hands
– Engagement, Motivation, Excitement
– Simplicity, participation
– Fill and own the Void
– Gain trust and allegiance

21. Engaging our People

22. Precision Leadership – The ABC
• Antecedent
• Behaviour
• Consequence

23. Leadership Behaviours at Sellafield

24. Leadership Behaviour Improvement
Plan

25. So what do we need to do to be really successful?
Heads, Hearts and Hands
1. Hansei – Deeply reflect and own the problem
2. 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 hear
your words”

26. 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

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