Developing first level leaders
The document discusses the development of first level leaders at British Petroleum. It describes how meeting with different groups revealed varying needs across levels. Senior executives were unaware of isolation felt by first level leaders, while lower supervisors did not understand corporate priorities and business dynamics. The culture at BP did not traditionally support reflection. A training program was developed with input from first level leaders and their bosses to be global and centrally funded. It consisted of four components: supervisory essentials, context and connections, a leadership event, and peer partnerships. The goal was to help first level leaders understand BP's strategic thinking and receive support for their roles and aspirations.
Developing first level leaders
- 1. Developing First Level Leaders at British Petroleum By ABBAS HAIDER 54284
- 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 businesses Understanding the Diverse Needs
- 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 work Contd.
- 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 fast Moving Slow to Go Fast
- 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 courses Contd.
- 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. 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. 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. Peer Partnerships; pairing the FLLs with experienced colleagues, this flourished dialogue about difficult managerial as well as leadership issues and ways to handle them Contd.