BP seems to have a regular spot on the front page of the New York Times lately, thanks to the Gulf of Mexico disaster. In today’s edition, two front-page stories touch on BP and the oil leak, including one focused primarily on the verbal missteps of BP’s CEO, Tony Hayward.
Nicely titled “Another Torrent BP Works to Stem: Its CEO,” the story dissects some of the more memorable “gaffes” from Hayward, including one in which he said the spill is not going to cause big problems because the gulf “is a very big ocean” and “You know, I’d like my life back.” Responding to the latter, Hayward apologized to the families of the 11 men who died on the rig.
The story, for the most part, explores how Hayward’s comments have turned into something of a public-relations fiasco for BP. But I have to also believe they haven’t been much of a motivator for those BP employees (and contractors) who now face the monumental task of fixing the leak. Would imagine they’d be a lot better off were they to have a CEO at the helm who managed to not make news himself.
Ironically, just about the same time BP started making headlines, John Hofmeister’s book, Why We Hate the Oil Companies: Straight Talk from an Energy Insider, arrived in the mail. Hofmeister is one of the handful of HR leaders to be promoted to president of a major corporation, in this case Shell Oil Co. (2005-2008). Perhaps, had Hofmeister’s book come out in the fall, BP’s latest fiasco (remember, BP was hit just last October with the largest OSHA fine ever) might have received a paragraph or two in Hofmeister’s book, which explores the oil industry’s image-management problems.
“Best practices doesn’t just mean taking credit for the positive steps the industry has taken; it also requires public exposure by top executives, a human face on a complex organization, consumer empathy and engagement, obvious and intentional,” Hofmeister writes. “Twenty-first-century engagement demands a commitment to transparency.”
OK, I guess you can say Hayward is showing BP’s “human face.” But I suspect that’s not the kind of “human face” Hofmeister is referring to in his book. Nor is it the kind of face that’s going to inspire BP’s engineers to come up with a solution that works.