John Atwell

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John Atwell Principal Vice President, Bechtel
Corp.
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• Managerial
• and
• Supervisor Effectiveness

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Key Elements

• Environment
• Identification
• Expectations
• RRAs
• Set up for success (DCOM)
• Follow through (Trust but verify)
• Walk the Talk

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Environment
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The Bechtel Environment

• Worldwide
• Multiple Business Lines (Power, Civil, etc.)
• Project-oriented
• Repeat Projects (e.g. SGRs)
• First-of-a-Kind

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Where do we start? Identification

• The Core Team
• Top down
• Project Manager anddirect reports
• Red light/green lightevaluation
• Flow down

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Identification

• Why Top Down?
• Sets the tone and expectations
• Bring the proper expertise
• Know where/when to go for help
• Exemplify Bechtel core values

GettingHelp
Core Values
SetsTone
Expertise
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Expectations

• Set high standards
• Safety Zero Accidents
• Performance Scope/Cost/Schedule excellence
• Productivity First time quality execution
• Clearly communicate them
• Check for understanding

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Expectations Safety Example

• Zero accidents
• Corporation expectations established
• Driven by both business and the right thing to do
• Top down

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Safety (cont.)
Lost Workday Case Incidence Rates
Safety on the Job
number of lost workday incidents per 100 workers
per year
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Roles, Responsibilities Accountability

• Clearly Communicate

Roles
Responsibilities
Accountability
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Roles, Responsibilities Accountability

• Role - Function the individual will play on the
  team
• Responsibility Accountable for something within
  ones power and control
• Accountability - Obligation to report and explain
  or justify

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Roles, Responsibilities Accountability

• Results in
• Better communication
• Fewer items slipping through the cracks
• Provides single point accountability

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Roles, Responsibilities Accountability
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Set Up For Success Model

• Direction
• Competence
• Opportunity
• Motivation

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Set Up For Success Direction

• Clear where we are trying to go?
• Is it focused credible?
• Is the direction documentedthrough
• vision
• strategy
• performance objectives

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Set Up For Success Competence

• Do they have the skills and knowledge needed to
  perform the work?
• Technical Skills
• Interpersonal Skills

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Set Up For Success Opportunity

• Do they have the resources, authority, and
  information needed to accomplish the tasks

• Necessary materials?
• Sufficient money/budget?
• Necessary authority?
• Sufficient people?
• Solid processes?
• Adequate place?

• Relevant information?
• Adequate time?
• Needed tools?
• Appropriate technology?

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Set Up For Success Motivation

• Do the they "want to" do the tasks or do they
  "have to" do them?
• If performers are doing something because they
  "have to"
• If performers are doing something because they
  "want to"

Result get "just enough" performance
Result get "discretionary" performance
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Set Up For Success DCOM Gaps
D
C
O
M
X
X
X
0
Lethargy
X
X
0
X
Frustration
X
O
X
X
Rework/Cost
O
X
X
X
Chaos
High Performance
X
X
X
X
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Set Up For Success?
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Follow Through Feedback (R/R-)

• R PositiveReinforcement
• R NegativeReinforcement
• Trust but verify

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Positive Reinforcement

• Provides a positive consequence following a
  behavior
• Maintains the behavior or increases the odds it
  will take place again
• Includes examples such as praise, money,
  trinkets, positive feedback from a supervisor, a
  day off, etc.
• Leads person to like the situation

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Negative Reinforcement

• Removes or prevents an undesired consequence to
  increase the odds that the desired behavior will
  occur in the future
• Includes examples such as avoiding a traffic
  ticket (by driving within the speed limit), or
• Avoiding being reprimanded (by complying with
  policies), or
• Leads person to dislike the situation

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Trust but Verify

• Ask the probing questions
• Build confidence in your personnel, correct
  behavior
• Improve performance

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Walk the Talk

• Up and down theorganization
• Say what you mean
• Do what you say
• Lead by example

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Where it all Starts First-Line Supervision

• Key to building a successful organization
• Example for the team performing the work
• Rubber Meets the Road

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Where it all Starts First-Line Supervision

• Similar approach but at the individual level
• Identification
• Personal red Light/green Light
• DCOM
• Immerse in the details
• Provide necessary training and tools

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Where it all Starts First line Supervision

• Management Responsibility
• Provide the right DCOM
• Set the expectations
• Hands-on supervision
• Be in the field where the work is
• Provide correction and immediate feedback
• Trust but verify and provide needed support

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Summary

• Tailor to the Environment
• Top down
• Leadership
• Expectations
• Guidance
• Bottom up
• Technical competence
• Motivation
• Lead by example
• Hands on

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Walk the Talk

• Up and Down the Organization/Project One Goal

Safe Execution Zero Accidents Performance
Meet or beat the project Scope/Cost/Schedule Produ
ctivity Provide First time quality of execution
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Lets go forth and ..