Although the nuclear industry ensures operational safety
through technical systems and containment barriers,
abundant interventions have been developed
to optimize the human factor within these systems.
If we remember what we learned in the first videos,
where we started talking about leadership for safety,
and now, we can absolutely apply it to this nuclear world,
the primary mechanisms for reinforcing and embedding
the desired culture in our company or in our nuclear power plant
are the following:
First of all, what leaders pay attention to, measure and control.
It has a really powerful influence on the culture
if the leader is consistent communicating the expected behaviors
and application of the focus of attention
to know what we want.
The second one, how leaders react to these critical incidents
and organizational crises.
Leaders must be really prepared to meet unforeseen challenges
with flexibility, perseverance
and a great and healthy questioning attitude.
Observed criteria by which leaders allocate scarce resources.
How budgets and resources are allocated is an important part of a leaders role
and speaks a lot of the assumptions that leader may hold.
Teaching and coaching. Deliberate this role modeling
by teaching and coaching.
From a leadership development perspective, senior leaders must ensure
that the managers and supervisors have the opportunity to build
the necessary skills that will allow them to model
the desired behaviors in their organization or in their teams.
Observed criteria by which leaders allocate rewards and status.
These high reliability organizations, like nuclear power plants,
operate under the constant challenges of manage time and resources
to accomplish their work.
To have the greatest impact in the workplace,
both reward and recognition activities should reinforce and encourage works
that advances employee, departmental
and other organizational goals and values.