Jul 26, 2010
Tony Hayward's expected departure as CEO of BP today won't be the biggest surprise; the surprise is that it's taken so long. (I called publicly for his resignation some time ago.) The Case of Tony Hayward and the Gulf Oil Spill will be fodder for business school discussions for years to come, as a how-not-to-do-it guide for leadership when disaster strikes.
Mr. Hayward must have studied management in a parallel universe, where a set of anti-rules for bad leadership are taught. Here's what I imagine are those anti-rules.
Deny and minimize problems. Drop any mention of the high-minded principles you announced at the beginning of your term, such as safety and a culture that puts people first. Sweep them under the rug as you play down the significance of the crisis. Or better yet, find someone else to blame — a supplier, a business partner, a lowly employee or two.
Emphasize your own power and importance. Keep yourself front and center all the time. Rarely bring forward the rest of the team, nor even indicate that it's a team effort.
Make the story all about you. Talk about your heavy burdens and the costs to your life. When forced to acknowledge the true victims, pay lip service.
Never apologize, and don't even pretend to learn from your mistakes. Brush off public disapproval, and persist in the same mindless behavior that provoked criticism in the first place.
Hang onto your job even when it's clear you should go, in order to negotiate the highest severance package, whether you deserve it or not. Don't even consider a deferred resignation to allow for smooth suggestion. Cling to power, and keep everyone guessing to the very end.
Read the complete artilce
