The Leadership Development Institute (LDI) at Eckerd College has worked with a variety of nuclear power stations to improve overall performance. More specifically, we have designed and implemented consultations and training programs in the areas of leadership development, refueling outage performance and team integration. Following is a summary of the process and improvements resulting from customized interventions which addressed the specific needs of different nuclear plants.
“Through our partnership with LDI, we made significant improvements in our communications working through difficult issues during our plant outages and emerged stronger as a team. Additionally, LDP significantly improved our leadership skills. The feedback tools and the high caliber of facilitated learning that takes place during LDP and customized programs were instrumental in making positive change in our leadership team’s behaviors. As a result of our work with LDI, the team received an Industry Strength recognition for management effectiveness.”
Site Vice President
Large Nuclear Power Plant
Having been the primary leadership development resource for many of the nation’s largest energy companies for over 34 years, LDI has tremendous experience with our two-pronged approach of 1) identifying performance issues that need improvement and 2) providing specific, measurable solutions to address those issues. This methodology coupled with the new and unique approach of training all supervisors and above from all departments at each station builds relationships, reduces “siloing,” facilitates collaboration and ultimately increases profitability and improves industrial safety.
Every intervention is uniquely crafted based on each stations’ needs. Our multi-phase process includes the following elements: Assessment: Phase I consists of an onsite needs assessment. The assessment involves leaders throughout the ranks of the organization, and includes observation and analysis of work processes and team meetings which results in defining key objectives for targeted improvement. Targeted Intervention (Challenge): Phase II is the onsite training program during which these targeted learning objectives are accomplished through a combination of experiential learning, facilitated debriefs, individual assessment and one-on-one feedback coaching. To ensure that the learning is entrenched throughout the organization, there are multiple “touch points” between the LDI instructors and leaders at all levels of the organization. Maintenance (Support): Phase III consists of additional training interventions designed to maintain leadership excellence that drives top decile performance and identify specific areas for improvement (AFIs) as they arise.
Every program is customized to meet the primary concerns identified in Phase I, but most programs fall into three general categories: Leadership Development, Refueling Outage Performance and Team Integration.
The leadership development programs are designed to enhance leadership capabilities by increasing self-awareness of strengths and areas for improvement. Participants complete personality and leadership assessments, including 360-degree tool where individuals get feedback from their boss, peers and direct reports. Through the tools and insights gained during the program, participants are equipped to regulate emotions, manage conflict and communicate effectively in their high-stress environments.
The refueling outage programs are designed to improve preparation and enhance performance of work teams during a planned refueling outage. LDI consultants work with employees to focus on the challenges, frustrations, suggestions for their and accomplishments associated with planned outages. An analysis of these discussions reveals key objectives for further training.
The goal of the Team Integration programs is to improve trust and communication, break down barriers, and cultivate a shared vision among team members. Creating team norms and exploring team dynamics are usually a key aspect.
The results from LDI’s training are impressive. Follow-up survey results indicate operational focus improves substantially. Outage performance improves dramatically with some sites receiving their highest INPO ratings in station history and team conflict is managed much more effectively. The end result is that industry safety improves, millions of dollars are saved during outages, and companies become more profitable.
For the fourth year in a row, the Center for Creative Leadership (CCL®) ranked No. 4 overall in the 2017 Financial Times worldwide survey of executive education. CCL has earned a Top 10 ranking for 16 consecutive years and remains the only institution among 85 in the survey focused exclusively on leadership development.