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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 ha...
   The senior executives had no idea about    the isolation felt by the FLLs   Listening to the frontline supervisors,  ...
   BP’s culture didn’t traditionally support a    reflective pace   Status quo and resistance to change was    encounter...
   The FLLs now had the agreed, along with    their bosses, on the program design   The program was demanded to be globa...
   In order to make the courses successful, the    trainees needed to answer the below at the    end of the training   A...
   Does BP support my aspiration as well as    its own?   To help the FLLs answer the above, a 4    component program wa...
   Supervisory Essentials; entailed basic, project,    technology,   health,    environment,    safety    management   C...
   Peer Partnerships; pairing the FLLs with    experienced colleagues, this flourished    dialogue about difficult manage...
Questions?Thank you…
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Developing first level leaders

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Developing first level leaders

  1. 1. Developing First Level Leaders at British Petroleum By ABBAS HAIDER 54284
  2. 2.  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
  3. 3.  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.
  4. 4.  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
  5. 5.  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.
  6. 6.  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
  7. 7.  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.
  8. 8.  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.
  9. 9.  Peer Partnerships; pairing the FLLs with experienced colleagues, this flourished dialogue about difficult managerial as well as leadership issues and ways to handle themContd.
  10. 10. Questions?Thank you…

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