Developing First Level Leaders at British Petroleum By ABBAS HAIDER 54284
Meeting different groups, highlighted their different needs For example; the first level leaders wanted to have a better understanding of the whole corporation and its priorities The lower level supervisors didn’t know the dynamics of the upstream businessesUnderstanding the Diverse Needs
The senior executives had no idea about the isolation felt by the FLLs Listening to the frontline supervisors, gave them an idea that many gains can be obtained if the FLLs are made to understand how different departments workContd.
BP’s culture didn’t traditionally support a reflective pace Status quo and resistance to change was encountered… “That’s not the way we operate!” But sometimes, you’ve to go slow to go fastMoving Slow to Go Fast
The FLLs now had the agreed, along with their bosses, on the program design The program was demanded to be global Funding should be centralized, else, it would impact the FLLs and would lead to budget cuts Ending up with 6 pilot coursesContd.
In order to make the courses successful, the trainees needed to answer the below at the end of the training Am I exposed to BP’s strategic thinking? Are they giving me what I need to do my job? Can I be the kind of person I need to be in this position?What We Delivered
Does BP support my aspiration as well as its own? To help the FLLs answer the above, a 4 component program was developed. The program contained the following…Contd.
Supervisory Essentials; entailed basic, project, technology, health, environment, safety management Context & Connections; a 2 day session covering BP’s overall strategy The Leadership Event; a 4 day session covering personally faced dilemmas, improving leadership skills through role plays etc.Contd.
Peer Partnerships; pairing the FLLs with experienced colleagues, this flourished dialogue about difficult managerial as well as leadership issues and ways to handle themContd.