Hayward
When the going gets tough the tough do not go yachting! This article recapping (interesting use of the word!) what Tony Hayward said in the Wall Street Journal article shows a perfect example of a victim pattern of behavior. While the situation is dreadful, Hayward was unable to give us any faith that he was truly at the helm. Leadership development programs really need to put in modules that prepare a future CEO for looking at internal resources for creative and powerful leading through dark times.
BP CEO: I became a villain…
Tony Hayward, who resigned as chief executive of BP in the wake of the Gulf oil spill, has said that he was turned into “a villain for doing the right thing.”
In his first interview since deciding to step down, Hayward told the Wall Street Journal that he did everything possibleafter the Deepwater Horizon exploded, by taking responsibility for the spill and spending billions on the clean-up operation and efforts to stop the leak.
The newspaper said he was unrepentant about BP’s response to the spill and that he resented criticism from the Obama administration, although he also admitted that he “understood their frustration.”
“I became a villain for doing the right thing,” Hayward said in the interview. “But I understand that people find it easier to vilify an individual more than a company.
“I didn’t want to leave BP, because I love the company,” he added. “Because I love the company, I must leave BP.
“In America, the road back will be long but I believe achievable when the whole truth of the accident finally emerges and the Gulf Coast is restored. BP can rebuild faster in America without Tony Hayward as its CEO,” he continued.
Hayward, 53, also told the paper that some comments he had made — which earned him a reputation for being gaffe-prone — were “wrong,” particularly his infamous “I’d like my life back.”
However, some critics remained unimpressed.
“Mr. Hayward should be less concerned about his vindication, and more concerned about what BP will do to end the victimization of families and businesses in the Gulf,” Rep. Edward Markey told the Journal. “It will take years of continued commitment to the restoration of the Gulf before BP has the legitimacy to engage in historical revisionism.”
Richard Charter, senior policy adviser for maritime programs at conservation group Defenders of Wildlife, added: “No one in his right mind would characterize BP’s effort as successful.”
My Response to Article:
The true test of a leader comes when everything down and dirty hits the fan. In this respect Tony Hayward gets a failing grade. In the Wall Street Journal interview he sadly sounds like a victim, claiming he was turned into “a villain for doing the right thing“.
He misses the point totally. It was his “wimpy” manner of response that disappointed all of us watching oil fill up our beautiful ocean. The pattern of “victim” runs deep and victim responses are always laden with hand wringing and poor-me statements. In “Don’t Bring It to Work” the victim who grows and shows stamina transforms into the explorer; one who goes beyond the obvious to find innovative solutions, or at least sets the stage for these solutions to show up.
It is too soon to know all the details about how this messy accident was really handled. In the meantime we have seen yet again a well paid CEO crumble when the going is tough ; when the requirement is for personal strength and superb accountability.
