Review Daily Key Learnings: Discuss any further

learnings Any more

PLUS/DELTAs Add to the flip

chart

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.”

Sources: BuzzardBros.com; First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

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

Sources: http://www.webster-dictionary.org/; First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

Ethics

values based on universal principles and standards

Morals

Motivation based on ideas of right and wrong

8

Personal Awareness

Ethical Courage

Ethical Leadership

Personal values and principles and, awareness of “Right and

Wrong”

Ability to act on your values and principles

Instilling in others a greater desire to develop Ethical

Courage and Ethical Knowledge

Source: Dean Ned Hill, BYU, Marriott School of Business; First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

What does it mean to you?

What are some statements that you use to build trust/tear down trust?

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

Faces in the News

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

Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

• 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?

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?

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

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 HandoutSource: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

Top Causes Pressure to perform or succeed Short-term goals and focus Lack of core values and defined boundariesTop Enablers Failure makes integrity a known expectation Lack of reinforcement for appropriate

behaviors Misguided positive reinforcement for resultsSource: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

Pressure = PX = amount of money involvedP = 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 failuresSource: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

Production pressures can lead to misguided reinforcement.

Reinforce wrong behaviors to meet production goals

Standard of SilenceOmission is Permission Lead to Near Misses (maybe unreported)Lead to Events

Site Specific ExamplesNegative Consequences

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.

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

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.

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

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

“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

“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

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

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?

Create a caricature that depicts the characteristics of the Leader who acts

with Integrity.