Leadership’s Role in Performance Improvement

1. Leadership’s Role in Performance Improvement Michael Annacone Vice President –Organizational Effectiveness and Regulatory Affairs, Duke Energy

2. Performance Improvement – Process vs. Value? INPO HU Reference Manual: “The most effective way to communicate values is to act in accordance with them while reinforcing people when they apply them. According to extensive research by Dr. Edgar Schein, professor emeritus at Massachusetts Institute of Technology and an expert in organizational culture and leadership, the following leader behaviors convey the values of the organization, in order of influence: • what managers pay attention to, measure, and control • reactions to critical incidents or crisis • allocation of resources • deliberate attempts to coach or role model • criteria for allocation of rewards and punishment • criteria for selection, advancement, and termination”

3. Its all about results • What are we measuring? • How react to longstanding, repetitive, or externally identified issues? • PI Missed Opportunities/behaviors • What are the roles and responsibilities of the PI staff? • Where/What do you want your leaders to engage in regarding PI? • What do they spend time on? • What dialogue are we engaging in? • Are we as invested in the “back end” of PI efforts? • “Burden” created by poor PI efforts

4. Finding and Fixing at the Lowest Consequence “This applies to PI too!” No matter how the problem is manifested a key question is, “What were the earlier, better, cheaper, safer, more requirement compliant, more risk-informed… ways that the problem and/or its causal factors could have been found and addressed?” Firebird Forum - The Newsletter of Event Investigation Organizational Learning Developments Volume 16 Number 05, May 2013 “The Birds and Bees of Oversight”

5. Our Opportunity • Industry Efforts surrounding CAP Burden: • Set a vision • Define leaderships role • Change the dialogue