0. The Leadership Pipeline at BNL
Presented By
Stephen J. Drotter
Drotter Human Resources, Inc.

1. 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

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

3. 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

4. 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.

5. 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?

6. 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?

7. 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.

8. 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!

9. I. Key Concepts

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

11. 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?

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

13. 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?

14. 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

15. 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.

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

17. 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.

18. 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.

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. C. Understanding Potential
Key Concepts
C. Understanding Potential

28. 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

29. 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

30. II. Your Tailored Leadership Pipeline

31. 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.

32. 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.

33. 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.

34. 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.

35. 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.

36. 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.

37. 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.

38. 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.

39. 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.

40. Performance Discussions
III. Conducting
Performance Discussions

41. 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.

42. 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!