To write a blog titled, “In Defense of BP CEO Tony Hayward” takes some guts. Steve Tobiak is a prolific and influential blogger for Bnet.com on topics of leadership and management and wrote this entry last week as a dissenting voice in the call for Hayward’s head. While I truly appreciate Tobiak’s ongoing effort in his blog to challenge the status quo, I think in this case, he doesn’t have much of a case to stand on.
The problem is, if you are the CEO of BP, you have to be accountable. No different than Rick Waggoner for GM, Hayward is directly or indirectly responsible for the continued culture of BP which clearly focuses more on production and efficiency than it does on responsibility. I also have the advantage of having met with the leadership of BP a few years ago when a friend and colleague was a senior manager there. The results of the Gulf Oil spill, and the actions that have been taken since then, are a direct result of the culture that BP has created. And like it or not, Tony Hayward is the keeper of the culture.
Tobiak argues that one of the primary issues is that Hayward finds himself in “the mother of all no-win situations.” This is clearly true. With recent reports that the gulf oil spill is producing exponentially more oil per day into the waters than was previously stated, there is hardly a scenario where BP “wins.” But to say that Hayward “finds himself in…” is to imply that he was a passive player. I would buy this if there were no evidence that BP knew or should have suspected that disaster was likely on the horizon, but that is not the case. As we have heard over the last few weeks, there were many opportunities to turn the situation around, none of which was taken by BP.
Amongst other arguments, Tobiak also presents Hayward as a working-class kind of guy who “worked his tail off to get where he is.” Ok. He worked hard to get to CEO, but I’m stuck with a bit of “So, what?” If you are the leader of the organization, you are expected to work hard and it is likely you worked hard to get to your current position. This defense-by-work-ethic doesn’t work. Try that defense on the shores of Louisiana and I think you’ll see it is not compelling.
The point here is that leaders have to take accountability for not only their personal actions but for the actions of the culture they maintain. One of the most notable observations I made when I had a chance to meet the leaders of BP was that they were almost cult-like in their obsession with efficiency while at the same time being obsessed with safety issues in the office. They had instituted a ton of safety measures after the Texas disaster, but most were cosmetic. This is a company, and a CEO, with ego of immense proportions.
So, Steve, as much as I enjoy your blog and the fact that you are not afraid to take on the conventional wisdom, I have to say you missed it this time. Tony Hayward has, over the weeks, had many opportunities to show the true values and principles of a strong leader. Yes, he is faced with a challenge of magnitude that few leaders will have to face, but that doesn’t excuse his role in the mess. With the power and influence comes the responsibility and I’m afraid that responsibility is going to be Hayward’s to bear.