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Soft Skills, Hard Knowledge

Planning training programmes for 2019? We’ve just published our energy industry management courses for 2019, following discussion with clients about what they need (see here).  Two themes keep coming up in these discussions on training needs for 2019. [Read more…]

Talent Management in Energy – Strategies for Success

The autumn months are traditionally the time for businesses to start planning for the coming year and updating their strategies in various areas. For HR teams this often means re-visiting the talent management strategy – and the challenge of justifying training and development budgets to a Board with many other calls on resources. [Read more…]

Leadership Skills in Energy

WBC delivered its first Leadership in Energy course to 11 delegates in London at the end of June 2018.   Delegates came from the UK, Europe, Middle East, and Africa, representing various parts of the energy business, to attend the programme given by renowned Leadership expert Yanos Michopolous.  The Leadership Skills in Energy programme focused on the transition from using hard skills – required by managers in planning, organising and operating – to soft skills – required by leaders for driving change, setting direction and inspiring high performance. Through personal and practical examples based on years of experience, Yanos provided a comprehensive understanding of how to be an effective leader, how to make better decisions, and how to build and motivate teams across functions and regions. [Read more…]

The Leadership Skills Gap 2018

Last month many of you responded to our 2018 survey on the skills gap in the oil and gas industry. It’s not intended to be a sophisticated analysis of the whole industry, but taken together with other reviews of the industry, it highlights some key issues that face senior management and HR professionals in the business over the next few years. Results are broadly similar to previous years. The three biggest gaps lie in leadership skills, in long term strategic planning and in the ability to innovate. Full results, including some specific to HR departments, are in the 2018 Skills Gap White Paper (Click here).  [Read more…]

Becoming a Leader – The Transition from Management to Leadership

Our course participants and newsletter subscribers regularly emphasise the issue of Leadership in the Energy industry. We asked Leadership expert Dr Yanos Michopoulos for his views on the transition from management to leadership and to discuss some of the attributes of great leaders.

Yanos will be delivering our Leadership programme in London in June. He has 25 years’ experience in Oil & Gas, Renewables, Shipping and related industries and is an acclaimed lecturer in Leadership with various business schools and institutions. Here are his thoughts on the Leadership question:

Defining the key characteristics of a great leader always makes for an interesting start of any Leadership programme. “Great leaders are born, not made”, some would argue, usually citing Winston Churchill or Nelson Mandela as examples. Others disagree: leadership involves a range of skills that people can learn, just as they learn how to assess Oil and Gas reserves or to structure a production offtake agreement. Naturally, there are some innate personality traits that might help (e.g. a high EQ score), but most leadership skills can be developed over the course of a career. [Read more…]

Oil & Gas Careers: Freelance vs Staff

For many, stepping out of the corporate world and into a freelance role is the fulfilment of their oil & gas careers.  It represents a chance for personal growth, building your own business, and testing your business skills in a competitive world.  For HR teams, it also offers benefits, but with some risks.  The financial rewards for the individual can be substantial: in good times, O&G day rates of $500 to $3,000+/day are readily achievable.

Why do it?

But of course it’s never just about the money. For some it’s a different way to develop a leadership role – leading projects, leading people, setting up a new business.  Some individuals go on to assume positions of significant influence, perhaps advising Boards, executives or governments – and maybe commanding $5,000 a day or more.  [Read more…]

Leadership Styles – What’s Yours? The role of EQ

How do you move from functional management into leadership? Course delegates – particularly those on our 3 Day MBA programmes – often ask this question. The first step is to have a career plan (see our recent white paper). It also helps to understand the different styles of leadership and most importantly, to understand your own leadership style. In this blog, we attempt to summarise some of the more well-known aspects of leadership and make some suggestions as to how managers in oil & gas might apply them to their own career development. [Read more…]

Oil & Gas Talent Management – 2017 & Beyond

The industry’s managers have a talent management problem. In our latest white paper we look at the need for changes in strategy as companies compete in a new market environment.  New strategies will be based on innovation and collaboration, but at their heart is the issue of talent: having the capabilities to implement the new strategy. Companies have laid off thousands of experienced staff, many of whom have said they are not coming back to the oil business. Many experienced staff who remain are close to retirement. There’s a new generation of Millennials who are not that keen on the existing management styles of the oil business – and don’t see it as a particularly attractive industry to work in. This might not matter much if the industry was in terminal decline. [Read more…]

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