The Leadership Pipeline at BNL   Presented By Stephen J. Drotter Drotter Human Resources, Inc. sjdrotter@aol.com

Agenda I. Key Concepts II. Your Tailored Leadership Pipeline Understanding Performance As Results Achieved Understanding the Architecture of Leadership Work Understanding Potential II. Your Tailored Leadership Pipeline A. Some Observations B. Standards by Layer III. Conducting Performance Discussions A. Guiding Principles B. Process

Introduction My Frame of Reference Sample of Companies Now Using the Leadership Pipeline Model to Grow Leaders

My Frame of Reference Twenty-one years in GE, CIGNA, Chase – seven years on Policy Committees Twenty-one years consulting on organization and succession In-depth work with eighty-eight companies Discussions with forty others about the book 1300 in-depth executive assessments Detailed analysis of achievement in every position Evaluation of critical skills acquired and applied

Note: There are many more that I don’t know about. Sample of Companies Now Using the Leadership Pipeline Model to Grow Leaders Marriott International Johnson & Johnson IBM Hewlett-Packard Blue Cross Blue Shield of MA Bristol-Myers Squibb ING Novartis Level 3 Communications Southern Company British American tobacco NOL/APL De Beers Schneider National Microsoft Deutsche Bank Southern California Edison Gold Fields IGE Anheuser-Busch Bank of America Clearfield energy Stratus Technologies Citigroup Statoil KeyCorp Goodyear Tire and Rubber Company Aker Kvaerner The Gap Coca-Cola HBC Lucent Technologies Genentech Telesure NIKE Royal Bank of Canada Ecolab Note: There are many more that I don’t know about.

WHY? End Game – How We Measure Effectiveness Two critical requirements for sustained business success in any business: Every job filled with a fully performing individual now and in the future no matter how much the work requirements change. Every position is absolutely necessary and adds appropriate value. WHY?

WHY? HOW? To satisfy the Enterprise End Game, which is: Perpetuation of the Enterprise by adding appropriate value for the DOE, BSA, the Scientific Community, our associates, and other key stakeholders now and in the future no matter how much their needs change. HOW?

HOW? First, we must truly understand performance. Results not activity. Clear definition and differentiation. Performance vs. potential. Second, a comprehensive, flexible architecture is needed to achieve sustainable cumulative results. Third, we need a better tools for evaluating performance and potential.

Some Observations from the Work Interviews Eighteen managers representing all levels were interviewed about the content of their job. Leadership work and management work are well recognized as key parts of the job. The responses are the same as those from similar layers in “for profit” organizations The real difference is the absence of customer activity Sufficiency of resources is a challenge at every level. This too is similar to “for profit” organizations The difference is the amount of “complaining” is higher at BNL Activities that would help the resource problem – productivity improvement, cost reduction, work elimination – are rarely mentioned. There may be some good opportunities for reallocation of money and other resources Tighter resource management would be appropriate Time allocation for “people” matters is significant. 20% to 30% or more are common This is somewhat higher than in “for profit” companies Some very important subjects – innovation, quality, growth – received little or no mention. Problem solving is a major focus and may be driving out other things Redirecting some leadership energy is a must!

I. Key Concepts

A. How Leaders Get Results Key Concepts A. How Leaders Get Results

How Leaders Get Results Let’s be clear about how leaders make results happen. Plan: Goals (short-term) Budget Operating plan People plans Priorities Organize: Structure Roles Processes Power allocation Staffing Culture/change Measure: Financial and Non-Financial Rate of Progress Customer, partner and shareholder value Employee value proposition (Physical) Set Direction: Vision/mission Standards Identity Positioning Goals (long-term) Engage the Workforce: Communicate direction Listen to concerns Gain commitment Adjust the direction Enable Success: Coaching and development Removing obstacles Resource allocation Capital spending (Emotional) Where are your opportunities for improvement?

B. Understanding Performance Key Concepts B. Understanding Performance As Results Achieved

Understanding Performance – Conceptual Model The purpose of development = Growth Potential (Exceptional) Full Performance Gap Not Yet Full Performance Inappropriate Performance What performance should we expect?

What Do The Lines Stand For? Brookhaven's categories are the strategic focus areas. We use the standards to define accountability for delivering the strategy. Commonly Used Operational/financial results Customer results Leadership results Management results Relationship results Personal Development results Social responsibility Brookhaven Advance Frontiers of Science Attracting and Sustaining Top Talent Improve Infrastructure, Quality, and Reduce Cost Stakeholder Relations Excellence is ESSH

Critical Considerations The primary role of leaders is to enable the success of those who report to them. When performance is less than full the leader is usually one major reason. Performance shortfalls are business problems and should be treated as such.

Architecture of Leadership Work Key Concepts C. Understanding The Architecture of Leadership Work

The Leadership Pipeline (A Results-Based Model) Original version developed by Walt Mahler. The foundation of GE’s manpower system, started in early 1970s. Tested from SVP – HR position at INA (now CIGNA) and Chase Applied through consulting at over 80 companies on CEO succession and organization. Enriched from over 1300 in-depth assessments of candidates for CEO, CFO, COO, Group Executive, Business General Manager and about 20 CEO succession plans. It is an empirically developed model based on differentiation or required output.

The Concept There is a natural hierarchy of leadership work in any business organization. The required results change dramatically at key breakpoints in the hierarchy. So when you are promoted past one of those breakpoints a transition is required in: Skills Time application Work values In addition, all the transition points require a letting go of things that made you successful at one layer and adopting entirely new ones in order to: succeed at the new layer and make those around you successful.

The Leadership Pipeline Model Passage # 1 Passage # 3 Passage # 5 Passage # 6 Passage # 4 Passage # 2 Manage Self Manage Others Functional Manager Group Manager Manage of Manager Enterprise Manager Business Manager

Leadership Pipeline - Managing Self Skills: primary technical or professional skills, meet required standards Time: focuses on completing own tasks on time Values: accepts company culture and practices; exhibits professional pride; makes prudent use of company resources

Leadership Pipeline – Managing Others Skills: management skills including planning, assigning work, coaching and counseling, and measuring work of others, hiring and firing Time: work in an annual cycle not just project cycle; make time available for others Values: managerial work; helping others to accept company values; getting results through others

Leadership Pipeline – Managing Managers Skills: coaching managers, delegation, choosing first-line managers, resource allocation Time: annual plans connected to functional strategy; spend time integrating across boundaries Values: helping others acquire management skills; free flow of information between units laterally; getting results through managers

Leadership Pipeline – Managing a Function Skills: new communication skills to penetrate additional layers; understanding and managing work outside of one’s own skill area; developing functional strategy; leading a function Time: focuses on communicating with other functional managers; securing resources, participating in business team meetings; day-to-day operations are delegated to subordinate managers Values: values work that is new and different from one’s own experience; functional leadership (vs. functional membership); getting results through a function

Leadership Pipeline – Business Manager (P&L) Skills: develop business strategy; business acumen; make trade-off decisions; integrate the plans and actions of diverse functions into one effective business; grow function leaders Time: moves easily from the here and now to five years out and back again; spends time working with functions perhaps not understood or valued in the past Values: changes mindset from a functional perspective (‘can we do it?”) to a profit perspective (“should we do this? e.g., will we make money?”); both short-term business results and long-term business building

Leadership Pipeline – Group Manager (Manager of several businesses) Skills: evaluate business strategy to determine who should get the most resources; determine what other business the Group should be in and which to exit; build programs that will enable functional managers to grow to general business managers; must be “maze-bright” and able to effectively interact with Corporate staff, community, industry, government and NGO leaders Time: same as Business Manager but time spans are longer, decisions are bigger, and uncertainties and risks are greater Values: values other’s business success; satisfaction in developing the company beyond businesses; getting results through business managers; growing business managers

Leadership Pipeline – Leader of an Enterprise Skills: connects the enterprise with key external stakeholders and with governments, shareholders, Wall Street, customer organization; assures execution capability; builds social architecture Time: makes decision in the context of long-term policy implications; five-to-ten year time horizon Values: few but significant strategic decisions or initiatives; change in self-concept to leader of an enterprise; long-term results

C. Understanding Potential Key Concepts C. Understanding Potential

Potential /Performance Matrix 1 Exceptional/Turn 3 Full/Turn 6 Not Yet Full /Turn * 2 Exceptional/ Growth 5 Full/Growth 8Not Full Yet /Growth 4 Exceptional /Mastery 7 Full/Mastery 9 Not Yet Full/ Mastery Turn Potential able to do the work at the next level in three to five yrs or sooner P O T E N T I A L Growth Potential- able to do the work of bigger jobs at the same level in the near term Mastery Potential- able to do the same kind of work, only better Full Performance Not Yet Full Performance Exceptional Performance S U S T A I N E D P E R F O R M A N C E

Potential /Performance Matrix 1 Exceptional/Turn EXCEPTIONAL TALENT Exceptional performer ready to turn i.e. to move to the next passage or higher leadership layer Move now 3 Full/Turn TALENT Full Performer with turn potential. Do not ask them to make a leadership turn until they have significantly improved performance Stretch Performance 6 Not Yet Full /Turn POTENTIAL TALENT Recently (within last six months) moved/promoted to a new job. They require some time and experience Stretch performance wait and see 2 Exceptional/ Growth HIGH PERFORMER WITH POTENTIAL Exceptional performer capable of continued growth along current path Develop for next layer 5 Full/Growth PERFORMER WITH POTENTIAL These persons should be considered for bigger jobs along current path if they can deliver better results Stretch performance 8Not Yet Full /Growth POTENTIAL PERFORMER Performs parts of the job well, other parts poorly Get the whole job done 4 Exceptional /Mastery HIGH PERFORMER These exceptional performers are likely to remain at current levels, but their contributions should be recognized Reward and recognize 7 Full/Mastery PERFORMER Full performer – not likely to grow beyond the scope of current position 9 Not Yet Full/ Mastery UNDERPERFORMER These individuals are frequently working at the wrong leadership level Performance manage and coach tightly for improved performance Turn Potential able to do the work at the next level in three to five yrs or sooner P O T E N T I A L Growth Potential- able to do the work of bigger jobs at the same level in the near term Mastery Potential able to do the same kind of work, only better Exceptional Performance Full Performance Not Yet Full Performance S U S T A I N E D P E R F O R M A N C E

II. Your Tailored Leadership Pipeline

Manage Others (See Handout) Performance Dimensions Required Work Values Full Performance Advance Frontiers of Science & Technology Scientific/Operational/Professional Goals Innovation Project Execution Strategy Contribution New ways of doing existing work Climate of learning and innovation. Achievement through others. Embraces and promotes change. Ensured self and team always met goals, due dates and quality standards. Produced predictable results by holding employees to agreed-upon methods and measures. Stimulated innovative science and new ways of doing work. Provided scientific/operational/technical/professional advice to ensure achievement of goals and results. Regularly reviewed what’s done, why, and how. Attracting & Sustaining Top Talent Tactical Support for Strategy Employee Technical Skill Growth and Career Preparation Teamwork and Team Building Recruitment and Retention Satisfaction from the success of others. Results that support Lab strategy and benefit the people. Personal growth for self and others. Open communication. Diverse workforce. Communicated strategy and department goals and assured every employee accepts and can articulate goals. Led by example. Sought opportunities for growth and development as a leader. Provided clear and timely feedback and ongoing coaching for others. Identified, attracted, retained superior performers. Required all employees to work on their development plan. Held individual performance discussions monthly. Took proactive steps to increase diversity of workforce. Rewarded and recognized top performers. Improve Infrastructure, Quality, and Reduce Cost Budget Management Measurement and Feedback (Individuals) Plans and Priorities Resource and Process Optimization Individual Guidance Facilities/Processes Complexity Reduction Right person in the right job. World-class science/facilities/processes. Planning and performance management. Gave recognition where it was due, & proactively dealt with performance issues. Developed plans, tracked progress, set goals/milestones, engaged individuals to ensure things happen as planned, and gave rewards. Was available and approachable for direct reports. Raised productivity by allocating and reallocating allotted resources. Demanded discipline of self and others to raise standards and deliver stretch results. Stakeholder Relations Employees DOE Peers Management Community Guests/Users Contractors/Vendors Brookhaven’s success. Knowing needs and expectations of stakeholders. Strengthened key relationships, primarily with DOE. Participated in one community event each year. Peer relationships improved synergy between organizations. Guests and Users had rewarding experience at Brookhaven. Effectively communicated information upward, sideways, downward and outward. Excellence in ESSH ESSH Culture Processes, Practices, Methods Asset and Information Protection Injury-free workplace Protecting the environment Protecting national security and DOE/BSA assets Visibly supported ESSH culture. Prevented accidents and injuries in the workplace. Proactive system (safety solutions, pollution prevention) in place for communications, concerns, and corrective action. No downtime/funding impact from ESSH failure.

Manager of Managers Performance Dimensions Required Work Values Full Performance Advance Frontiers of Science & Technology Scientific/Operational/Professional Goals Improved Effectiveness, Efficiency, & Productivity Contribution to Strategy Development Strategy Execution Goals and Plans Operational Results Results, through managers. Management results that support Lab strategy. Met both individual and aggregate organization goals and plans, and made appropriate adjustments. DOE and other stakeholder requests/expectations met as promised (non-program). Contributed to scientific/operational strategy development, and drove its execution. Trade-off decisions improved overall organizational results for current year and beyond. Attracting & Sustaining Top Talent Clear Understanding of Strategy Strategic Hires & Retention of Key Personnel Organization Leadership Pipeline/Succession Planning Right People in Right Job Building/Developing First-Line Management World-class leadership by self and subordinates. Satisfaction from the success of other leaders. Open communication. Diverse Workforce Ensured all organization members understand and support the strategy. Identified, coached, developed, and retained future leaders. Acted as role model and built enthusiasm for change with passion. Built and valued a diverse team. Showed a high level of self-awareness of their leadership role. Sought opportunities for growth and development and produced written development plans for self and direct reports. Held individual performance discussions monthly. Took proactive steps to increase diversity of workforce. Rewarded and recognized top performers. Improve Infrastructure, Quality, and Reduce Cost Operational Plans and Priorities Operational Reliability State-of-the-Art Facilities Performance Management/Standards and Expectations for Managers Appropriate Delegation/Resource Allocation Budget Management Project Management Complexity Reduction Lateral integration. World-class managers. Reliable Infrastructure. Continued Improvement in Cost and Quality. Operational plan implemented and ensured achievement of the strategy. Held first-line managers accountable for management work. Kept team focused on key priorities/projects by setting measures and milestones to ensure things happen as planned. Caused work to flow smoothly throughout the unit/ department. Made purchase decisions that moved toward world-class facilities. Made the hard decisions promptly, even when they were unpopular. Optimized and improved systems and work processes that drove productivity and reduced cost. Raised productivity by allocating and reallocating allotted resources. Demanded discipline of self and others to raise standards and deliver stretch results.

Manager of Managers (cont’d) Performance Dimensions Required Work Values Full Performance Stakeholder Relations Employees DOE BSA Partners Peers Management Community Guests/Users Contractors/Vendors Knowing needs and expectations of DOE and others. Relationships with all peers. Advising stakeholders. Built effective network (internally and externally) to get things done. Contributed to Brookhaven’s success through participation on committees and initiatives (as appropriate). Provided leadership at a community event once a year. Modeled relationship building for direct reports, including mentoring. Effectively communicated information upward, sideways, downward and outward. Excellence in ESSH Technology Leveraged to Drive ESSH Culture Asset and Information Protection Injury-free workplace Protecting the environment Protecting national security and DOE/BSA assets Visibly supported ESSH culture. Measured direct reports on changes and improvements in ESSH. Facilitated the creation, development, and implementation of leading indicator programs proactively. Was proactive to create, develop, and implement leading indicator programs. Rewarded and recognized effective ESSH performance.

Scientific and Operational ALDs Performance Dimensions Required Work Values Full Performance Advance Frontiers of Science & Technology Contribute & Support BNL Strategy Scientific/Operational Strategy Organization Building Annual Goals and Plans Total Scientific/Operational Results Per Laboratory Plan Advice to Enterprise Leaders and Others as Required Total Lab results. Total Scientific/Operational results. Strategic focus. Role clarity Develop and communicate vision and mission for the directorate that supports BNL and integrates with other directorates. Support the development and execution of BNL vision and mission. Produced all directorate work on time at desired quality level and cost. Developed scientific/operational strategy and annual plans that fully supported Lab strategy and needs of other functions. Developed a stream of scientific/operational innovation that drove the Lab forward. Met all scientific/operational requirements in ways that enable appropriate business results and met the needs of other Scientific/Operational directorates. Secured funding sufficient to meet the goals. Provided sound advice to Laboratory Enterprise Leaders (and others as appropriate) that advanced the Laboratory agenda. Made the space and the time to challenge, reflect upon and revisit assumptions about the functional model, practices and processes. Attracting & Sustaining Top Talent Acquiring Talent Recruitment Resources Culture People Engagement & Inspiration Leadership Pipeline Open communication. Leadership throughout the directorate. World-class leadership. Trust and fairness. Diverse workforce Inspired work to be accomplished in accordance with the directorate vision and mission. Built effective leadership pipeline, and robust succession. Produced written development plans for self and direct reports; required direct reports to do the same and proactively followed-up the plans. Assured sufficient funding for recruiting. Matched key talent to performance needs with and across directorates. Showed high self-awareness of their leadership role and showed active effort to improve it. Acted as role model, coached actively, and built enthusiasm for change with passion. Held individual performance discussions with direct reports monthly. Delegated management of scientific/operational tasks to direct reports. Took proactive steps to increase diversity of workforce. Rewarded and recognized top performers. Improve Infrastructure, Quality, and Reduce Cost Space, Facility, and Equipment Planning Budget Management Resource and Process Optimization Operational Reliability State-of-the-Art Facilities Performance Management/Standards and Expectations Key Projects Sponsorship Complexity Reduction Delegating management of the directorate to direct reports. Directorate management, at all layers. Directorate efficiency. Space, facility, and equipment plan was funded and executed, and it supported the strategy. Optimized/improved staffing, systems, and processes in ways that deliver productivity gains. Developed appropriate measurements and made them clear to everyone. Set priorities in best interest of the Laboratory; resolved any conflict promptly. Enabled his/her team by providing required support systems. Established and adhered to realistic budget lines for their areas of responsibility. Budgets reallocated as needed for overall benefit of the Laboratory. Demanded discipline of self and others to raise standards and deliver stretch results.

Scientific and Operational ALDs (Cont’d) Performance Dimensions Required Work Values Full Performance Stakeholder Relations Employees DOE BSA Appropriate Governments Peers Management Community Guests/Users Contractors/Vendors Knowing needs and expectations of all stakeholders. Relationship building. Vertical relationships. Peer relationships. Anticipated and responded appropriately to stakeholder expectations. Built trust-based network (internally and externally) to get things done. Influenced funding and project requirements with DOE and other sources. Worked collaboratively with BHSO and peers, and partnered with them to address issues and concerns. Assumed leadership in a professional society, community event, or government request as appropriate. Advised and informed S&T Steering Committee and BSA corporate elements of progress and new ideas. Created a climate of teamwork and cross-functional cooperation throughout the Lab. Established/enforced constructive parameters/policy for working with external partners (contractors, guests, users). Effectively communicated information upward, sideways, downward and outward. Excellence in ESSH ESSH Culture Lab-wide Processes, Practices, Methods Lab-wide Asset Protection ESSH excellence Injury-free workplace Protecting the environment Protecting national security and DOE/BSA assets Culture that embraces ESSH practices Visibly supported ESSH culture, including rewarding excellent performance. Measured direct reports on changes and improvements in ESSH. Tried out new ideas/technologies that challenged the status quo to enhance ESSH. Created, developed, and implemented leading indicator programs proactively. Rewarded and recognized effective ESSH performance.

BNL Corporate Staff Executives (HR, Finance, CEGPA, Strategic Planning, IT, Legal) Performance Dimensions Required Work Values Full Performance Advance Frontiers of Science & Technology Contribute & Support BNL Strategy BNL Corporate Staff Strategy Organization Building Strategy Execution Annual Goals and Plans Total Scientific/Operational Results Per Laboratory Plan Advice to Enterprise Leaders and Others as Required Total Lab results. Total BNL Corporate Staff results. Lab strategic focus. Support the development and execution of BNL vision and mission. Produced all BNL Corporate Staff work on time at desired quality level and cost. Developed BNL Corporate Staff five-year strategy and annual business plan that fully supported Lab strategy and needs of other directorates. Developed a stream of BNL Corporate Staff innovation that drove the Lab forward. Met all BNL Corporate Staff requirements in ways that enable appropriate business results and met the needs of Scientific/Operational directorates. Secured internal funding sufficient to meet the goals. Provided sound advice to Laboratory Enterprise Leaders (and others as appropriate) that advanced the Laboratory agenda. Made the space and the time to challenge, reflect upon and revisit assumptions about the functional model, practices and processes. Participated in robust dialog, discussing issues actively and openly. Attracting & Sustaining Top Talent Acquiring Talent Recruitment Resources Culture Management People Engagement & Inspiration Leadership Pipeline Climate of Trust Open communication. Leadership throughout the Laboratory. World-class leadership. Trust and fairness. Role clarity. Diverse Workforce Built effective leadership pipeline, and robust succession. Produced written development plans for self and direct reports; required direct reports to do the same and proactively followed-up the plans. Assured sufficient funding for recruiting. Matched key talent to performance needs. Showed high self-awareness of their leadership role and showed active effort to improve it. Acted as role model, coached actively, and built enthusiasm for change with passion. Held individual performance discussions monthly with direct reports. Delegated management of BNL Corporate Staff functional tasks to direct reports. Took proactive steps to increase diversity of workforce. Rewarded and recognized top performers. Improve Infrastructure, Quality, and Reduce Cost Space, Facility, and Equipment Planning Policy Resource and Process Optimization Operational Reliability State-of-the-Art Facilities Performance Management/Standards and Expectations Key Projects Sponsorship Budget Management Complexity Reduction Delegating management of the BNL Corporate Staff to direct reports. BNL Corporate Staff management, at all layers. BNL Corporate Staff efficiency. Space, facility, and equipment plan was funded and executed, and it supported the strategy. Optimized/improved staffing, systems, and processes in ways that deliver productivity gains. Developed appropriate performance measures and made them clear to everyone. Set priorities in best interest of the Laboratory; resolved any conflict promptly. Enabled his/her team by providing required support systems. Recommended, assessed, and championed policies and management systems that enabled Laboratory success. Established and adhered to realistic budget lines for their areas of responsibility. Budgets reallocated as needed for overall benefit of the Laboratory. Demanded discipline of self and others to raise standards and deliver stretch results.

BNL Corporate Staff Executives (HR, Finance, CEGPA, Strategic Planning, IT, Legal) (Cont’d) Performance Dimensions Required Work Values Full Performance Stakeholder Relations Employees DOE BSA Appropriate Governments/Agencies Media Peers Management Community Guests/Users Contractors/Vendors Knowing needs and expectations of all stakeholders. Relationship building. Vertical relationships. Peer relationships. Anticipated and responded appropriately to stakeholder expectations. Built trust-based network (internally and externally) to get things done. Influenced funding and project requirements with DOE and other sources. Worked collaboratively with BHSO, BSA Board, and peers, and partnered with them to address issues and concerns. Assumed leadership in a professional society, community event, or government request as appropriate. Advised and informed BSA board and partner Universities of progress and new ideas. Created a climate of teamwork and cross-functional cooperation throughout the Lab. Established/enforced constructive parameters/policy for working with external partners (contractors, guests, users). Effectively communicated information upward, sideways, downward and outward. Excellence in ESSH ESSH Culture Lab-wide Processes, Practices, Methods Lab-wide Asset and Information Protection ESSH excellence Injury-free workplace Protecting the environment Protecting national security and DOE/BSA assets Culture that embraces ESSH practices Visibly supported ESSH culture, including rewarding excellent performance. Measured direct reports on changes and improvements in ESSH. Tried out new ideas/technologies that challenged the status quo to enhance ESSH. Created, developed, and implemented leading indicator programs proactively. Rewarded and recognized effective ESSH performance.

Lab Enterprise Leaders (BNL Director/Deputy Directors) Performance Dimensions Required Work Values Full Performance Advance Frontiers of Science & Technology BNL Strategy Organization Building Strategy Execution Annual Goals and Plans Total Laboratory Results Per Laboratory Plan Funding Image Overall Laboratory success/results. Lab strategic focus. Stakeholder success. Lab contribution to society. Vision and values. Develop vision and mission to deliver world-class technical leadership and be the benchmark for research organizations. Ensured that vision is articulated and supported by appropriate value system throughout BNL. Defined a ten-year strategy that delivers the vision. Influenced funding and project requirements with DOE and other sources. Provided the processes, policies, and funding required for delivering all appropriate work. Made the space and the time to challenge, reflect upon and revisit assumptions about the functional model, practices and processes. Ensured that Laboratory achieved goals, plans and performance measures with increasing levels of excellence and risk management. Attracting & Sustaining Top Talent Identifying and Acquiring Talent Recruitment Resources Culture Management People Engagement & Inspiration Leadership Pipeline Climate of Trust Champion Laboratory’s People Processes. High performance Open communication. Leadership throughout the Laboratory. World-class leadership. Trust and fairness. Social responsibility. Role clarity. Diverse Workforce Supported and energized world-class people processes. Assembled and developed a high-performing, diverse team to optimize results. Built effective leadership pipeline, and robust succession. Produced written development plans for self and direct reports; required direct reports to do the same and proactively followed-up the plans. Assured sufficient funding for recruiting. Acted as role model, coached actively, and built enthusiasm for change with passion. Held individual performance discussions monthly. Rewarded and recognized top performers. Took proactive steps to increase diversity of workforce Improve Infrastructure, Quality, and Reduce Cost Policy Budget Management Space, Facility, and Equipment Planning Resource and Process Optimization Operational Reliability State-of-the-Art Facilities Performance Management/Standards and Expectations Teamwork Right work done at right level. BNL efficiency. Flawless execution. Innovation and cost effectiveness. Space, facility, and equipment plan was funded and executed, and it supported BNL strategy. Developed appropriate measures for BNL performance and made them clear to everyone. Set priorities in best interest of BNL; reallocated budget as necessary; resolved any conflict promptly. Enabled his/her team by providing required support systems. Recommended, assessed, and championed policies and management systems that enabled Laboratory success. Established and adhered to realistic budget lines, while increasing productivity. Demanded discipline of self and others to raise standards and deliver stretch results.

Lab Enterprise Leaders (Cont’d) (BNL Director/Deputy Directors) Performance Dimensions Required Work Values Full Performance Stakeholder Relations Employees DOE BSA Board U.S Congress and Executive Branch State and Local Governments Media External Peers Community Guests/Users Contractors/Vendors Knowing and managing needs and expectations of all stakeholders. Relationship building. External Peer relationships. Anticipated and responded appropriately to stakeholder expectations. Built trust-based network (internally and externally) to get things done. Worked collaboratively with BHSO, BSA Board, and governments, and partnered to address issues and concerns. Held a leadership position in at least one external organization to advance BNL. Advised and informed BSA board and partner Universities of progress and new ideas. Created a climate of teamwork and cross-functional cooperation throughout the Lab. Established/enforced constructive parameters/policy for working with external partners (contractors, guests, users). Effectively communicated information upward, sideways, downward and outward. Excellence in ESSH ESSH Culture Lab-wide Processes, Practices, Methods Lab-wide Asset and Information Protection  ESSH excellence · Injury-free workplace · Protecting the environment · Protecting national security and DOE/BSA assets · Culture that embraces ESSH practices Visibly supported ESSH culture, including rewarding excellent performance. No major ESSH failure that impacts the Laboratory or community. Championed new ideas/technologies that challenged the status quo to enhance ESSH. Set standards for Lab ESSH performance.

Performance Discussions III. Conducting Performance Discussions

A. Guiding Principles Everything starts with the work (not the person). Work must be differentiated by layer. Performance discussions should be developmental. When judgments must be made, use the “reasonable person” approach.

B. Performance Discussion Process Discuss performance once a month formally. Draw the person’s circle as you see it. Ask them to draw their circle and discuss any differences. Share ideas on how to get the remaining work done on time, within budget and at the right quality. Encourage, encourage, encourage!