# Presentation: 881319

## ALL-Hands Meetings

**ALL-Hands Meetings**

**Jim Krupnick**
**Chief Operating Officer**
**August 2008**

## Topics

**Short bio**
**First I****mpressions**
**Culture and ****Communication**
**Motivation**
**Values**
**A question for you...**

## Short Bio

**Education**
**B.A. Social Science, UC Berkeley, 1972**
**A.A. Electronics, Merritt College, 1973**
**MBA, UC Berkeley, 1987**
**Work Experience at LBNL**** **
**76 – 80 ****	****Electronic Maintenance Tech****	****Bevatron**
**80 – 87****	****Tech/Sci Coordinator****	****Bevatron**
**87 – 93****	****Asst. Project Manager****	****ALS**
**93 – 05****	****Group Leader       Division Deputy****	****ALS**
**02 – 06 ****	****Project Director****	****Foundry**
**05 – 08****	****Director, Institutional Assurance****	****Directorate**
**08 - ****	****Chief Operating Officer****	****Directorate**

## Seven weeks into the job...

**Putting out fires comes first**
**Then meeting with individuals and groups and listening**

## Stakeholder Meetings

**My senior staff: 1:1’s and as a team**

**Operations leaders & managers**

**Scientific leadership: 1:1’s ALDs & division directors**

**“****Communities of Practice” LSAC (division deputies); Division Business Council; division safety coords; etc.**

**DOE: BSO, HQ Operations and Program Heads**

**Steven Chu & Paul Alivisatos**

**UCOP & Contract Assurance Council**

**Operations staff: “all-hands” & brown-bags**

**Notes:**
meaning, everything depends, can’t separate what’s been done from who did it, when, etc.  each situation is different. Completely situational.

## First Impressions

**I’ve got a lot to learn**
**I need to get out more**
**Tough problems to solve **
**A lot of very talented and dedicated staff**
**I’m optimistic about our future**

**Notes:**
meaning, everything depends, can’t separate what’s been done from who did it, when, etc.  each situation is different. Completely situational.

## Two Issues

**Culture and Communication**
**Motivation**

**Notes:**
: Low trust is an impediment to the movement of knowledge. Higher trust encourages the movement of knowledge.

Problems/bad news are what a manager needs to know. Shooting the messenger...(shooting the messenger, very soon, no messages).

If people aren’t allowed to make mistakes, knowledge won’t move. 

Organizations need to enable trust, but trust in an organization is not always hierarchical. People may distrust management but trust their peers.

“Don’t be afraid to fail.” Wrong way to say it. If something is labelled as a failure, it’s bad any way you slice it. Instead, it should be considered an experiment, learning experience, investment, etc. 
Scientific experiments vs operations experiments
	experiments with people have greater repurcussions

## Culture and Communication

**Need to improve communication**
**Need to foster a culture that’s ****friendly to the movement of knowledge**
**Make it psychologically safe for people to bring issues, problems, bad news **
**What people tell you is less ****important then what they don’t**
**Special concern: safety reporting**

**Notes:**
: Low trust is an impediment to the movement of knowledge. Higher trust encourages the movement of knowledge.

Problems/bad news are what a manager needs to know. Shooting the messenger...(shooting the messenger, very soon, no messages).

If people aren’t allowed to make mistakes, knowledge won’t move. 

Organizations need to enable trust, but trust in an organization is not always hierarchical. People may distrust management but trust their peers.

“Don’t be afraid to fail.” Wrong way to say it. If something is labelled as a failure, it’s bad any way you slice it. Instead, it should be considered an experiment, learning experience, investment, etc. 
Scientific experiments vs operations experiments
	experiments with people have greater repurcussions

## Motivation

**Mission-driven organizations**
**Excitement and passion are critical**
**Special issue for Operations**
**Increased level of difficulty**

**Notes:**
(as opposed to profit-driven) normally embody more trust, as people believe in the mission

– difference between employees being ‘observers’ as opposed to enthusiastic participants

The Director needs to appreciate this issue.

: Key difference between being seen as an expense (overhead) instead of investment (value-added) 
Harder to provide motivation the farther folks are from the science.
: need to find things to keep enthusiasm high over time. Situations change, what works at what point may not later on.

## Motivation and Culture

**Important to establish the right social & cultural norms “I do it because it’s the right thing to do”**
**It’s about setting and enforcing the right expectations**

**Notes:**
When norms of cooperation and collaboration are enforced, people find out - it gets around immediately.

Social/cultural control – has people working to expectations – very important for high performance teams. Colleagues can provide that motivation.

must be actively encouraged/enforced.

## A few things....

**Operations-wide workplace survey**
**Take the temperature/set baseline**
**Repeat every 12 months**

## Bi-monthly talks about science, not science talks, aimed at Operations staff
20 minute presentation
Includes example of how Operations affects work
10 minute discussion

**20 minute presentation**
- Includes example of how Operations affects work
**10 minute discussion**

**A few things....**

## Senior Staff Retreat

**Fall 2008**
**Organized by new Deputy COO and senior staff**
**Fresh look at organization, staffing, strategies**
**Ensure alignment with Lab’s Strategic Plan**
**Build consensus around priorities**

**A few things....**

## What I/we need to do...

**Lead by example**
**Commit to continuous improvement**
**Work with a sense of urgency**

**Notes:**
Easy to be complacent - so much work to do
Example of groups working together.

PMIP & EH&S/CFO/HR
CFO & IT

- Needs to know what questions to ask to frame the problem.

## It’s not important how well each part of the organization works, but how well we work together, over time.

**Notes:**
What’s wrong
Identify impediments
What should we be doing, doing better
What do you need
What commitments will we make to each other.

## Berkeley Lab Values

**Overarching commitment to pioneering science**
**Highest integrity/impeccable ethics**
**Uncompromising safety**
**Diversity in people and thought**
**Sense of urgency**

**Notes:**
From  Vera

## A question for you:

**Do you have any advice you’d like to offer me?**

**Notes:**
From  Vera