| Leadership Lessons from BP & Tony Hayward | | | | could have been more empathetic, a critical skill of |
| Many lessons can be learned from the BP crisis as it | | | | emotionally intelligent leaders, to consider that a yacht |
| continues to unfold and do considerable damage to the | | | | race might not have been the best choice given the |
| environment. It is an excellent example of how crises | | | | thousands whose livelihoods' were jeopardized by the |
| demand extraordinary leadership not required in times | | | | spill. As a true leader, he could have chosen a more |
| of stability. Leaders in crisis must dig deep to guide | | | | private and modest activity to deal with his stress. |
| during uncertainty and in unchartered waters. BP's | | | | Bring in Outside Expertise |
| attempts to deal with the oil spill highlight some lessons | | | | Effective leadership often requires a leader to look for |
| for future leaders in similar situations: | | | | outside expertise to overcome a crisis. BP has done a |
| Step Up to the Plate | | | | poor job in the past few months. For example three |
| It is easy to lead an organization when things are good. | | | | days after the crisis began the Dutch were willing to |
| Leadership is truly called into question when the going | | | | provide ships that could have greatly aided in the clean |
| gets tough. It is during these crises that everyone | | | | up. Yet as mentioned by the Houston Chronicle, they |
| expects a leader to step up, take responsibility and | | | | were turned down. Eventually, seven weeks had to |
| action. This is where Tony Hayward of BP has fallen | | | | pass for BP to realize the Dutch help was needed. |
| short. | | | | Clearly, one's chances of managing a crisis can be |
| When met with the crisis, BP's CEO should have been | | | | greatly increased by consulting outside help. This was |
| more involved in the recovery process. During crises, | | | | seen in the Tylenol crisis of 1982. In Chicago 7 people |
| leaders need to show confidence, credibility, and | | | | had died and tainted Tylenol was suspected. Johnson |
| commitment. According to Crisis-A Leadership | | | | & Johnson took immediate action seeking the aid of |
| Opportunity (Harvard, 2005), "Organizations under crisis | | | | the FBI and the Food and Drug Association (FDA). |
| want leaders who provide assurance, direction, and | | | | Through their co-operation, they were able to identify |
| inspiration". Hayward has missed the opportunity to | | | | the suspect and develop future safety measures. Had |
| step up to the plate with strong leadership and | | | | BP consulted external expertise earlier the situation |
| direction. | | | | might have been further ahead. Leaders need to |
| Take Responsibility for their Actions | | | | focus on what's best to manage a crisis recognizing |
| In Skip the Yacht Race, Daniel Gross argues that in | | | | when they are over their heads and require outside |
| theory Tony Hayward's "leisure pursuits", like yachting | | | | help. |
| during the BP spill, should be his own business. The | | | | From an outsider's perspective, no one can accurately |
| reality is that all eyes are on a leader during a crisis. | | | | understand Hayward's and BP's obstacles. One hopes |
| Everyone looks to them for direction, solution and | | | | that by learning from their experience future leaders in |
| comfort. In these situations their actions don't speak | | | | crisis can Step up to the Plate, Take Responsibility for |
| louder than words they actually yell. | | | | their Actions, and Bring in Outside Expertise. As any |
| Hayward, as CEO of a global organization in crisis, | | | | successful leader knows, "With great power comes |
| should have been smart enough to realize this. He also | | | | great responsibility" (Stan Lee). |