SPE

Abstract Objectives Our aim was to prepare senior women in ADNOC for progression through Accelerated Leadership Development:∘to progress one or more into CEO roles by 2020 ∘to build the pipeline of the top 75 senior women leaders, priming their advancement within the organisation and ∘to change leadership culture in ADNOC to be more inclusive and leverage diversity of both female and male leadership styles Methods Between November 2017 and June 2019, we deployed 3 strands of development:∘Accelerated Leadership Coaching for senior female leaders ▪Each was coached 4 hours a month for 6 months ∘6 Leadership Workshops for the top 75 female leaders, covering competencies critical for success in ADNOC's CEO and Director level. ▪Strategic Influencing, Leading Change, Gravitas, Leadership Priorities, Managing Conflict, Making an Impact in Senior Groups ∘Mentoring Workshops for the Group's 20 most senior men (CEO and Director level roles) and women. ▪Content included gender differences in leadership styles. ▪Mentoring pairs met monthly over 6-months. Results In April 2018, 2 of the Leadership Coachees were appointed into Acting CEO roles at ADNOC for the first time in history:∘Within months, they were both confirmed in CEO roles by the Group CEO. ∘Both female CEOs have improved performance on numerous metrics within their companies over the past 2 years; they have received praise from senior colleagues, national and international press and industry peers. ∘These achievements demonstrated and normalised the capabilities of women to be successful CEOs within the largest company in the UAE; they are now leadership role models for male and female Emirati engineers. ∘By pioneering these appointments, ADNOC is being recognized as modelling sustainable Gender Balance in the region and globally. The top 75 women developed their leadership skills, confidence and created a strong network of female peers across the Group.∘Many of these talented women have advanced into more senior roles, some breaking into key leadership and technical appointments in the field. The Mentoring program sensitised senior leaders to assumptions and cultural barriers across gender differences. These led to broader understanding and enriched perspectives. The quality of conversations at strategic leadership levels have improved and actions towards achieving effective diversity have become central to talent development, performance recognition and progression. Novel information McKinsey's research proved the power of diverse perspectives in innovating – boosting creativity by >15%. They demonstrated that female Board Executives lower risk profiles and improve corporate performance.∘Progressing women into CEO roles in male dominated industries has confounded Oil and Gas leaders across the globe for decades. Our leadership development program has supported a corporate strategy for advancing women into the industry's most senior roles and enabling their long-term success - transforming leadership culture, mindsets and competencies. There are wider diversity implications for the UAE, as these women are now role models for Emirati youth in both technical and leadership areas, manifesting H.H. Sheikh Mohammed bin Zayed's unique vision on the prominent role of women in Emirati society.

OnePetro

doi: 10.2118/202890-MS

SPE

SPE-202890-MS

Abu Dhabi International Petroleum Exhibition & Conference

Country: Asia > Middle East > UAE (1.00)

Genre:

Research Report > New Finding (0.34)
Personal > Honors (0.34)

Industry:

Government > Regional Government > Asia Government > Middle East Government > UAE Government (1.00)
Energy > Oil & Gas > Upstream (1.00)

SPE Disciplines: Management > Professionalism, Training, and Education > Personnel competence (1.00)

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Keys to Success -- The Effectiveness of Having a Sponsor - SPE Energy Stream

SPE Energy StreamAugust, 2022

To quickly and smoothly climb a corporate ladder, more than a mentor is required. You need a sponsor, who is in a position of leadership or has influence or power that could open opportunities for you, and who will support you as a good candidate for desirable positions. The challenge is, you can't directly approach someone you don't know very well and ask them if they will sponsor you. You must earn their trust. This SPE Live explores different aspects and experiences of sponsoring from the perspectives of some very diverse and renowned leaders in Executive Coaching, Choir Conduction and Academia.

SPE Energy Stream

academia, Effectiveness, Eve Sprunt, executive coaching, Key, maria angela capello, spe energy stream, sponsor

Industry: Energy (0.39)

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Turning Supervisors into Safety Allies

Coffey, William R. (WRC Safety and Risk Consultants, LLC)

OnePetroJune, 2010

Introduction A common issue for EHS professionals can be their interaction with supervisors. For the following discussion, supervisor is not referring to the person an EHS professional reports to in their organization's reporting structure; it is referring to the level in a organization that has responsibility for overseeing the day-to-day activities of some number of an organization's employees. The term may be "supervisor," "lead," "unit leader," "cell lead," "foreman," and so on. This position is often, but not always, the first level of management in an organization. In this paper, the role of this position in the safety process will be discussed. The discussion will then broaden to include why at times supervisors may not be actually supporting a safety process, and conclude with methods that can be utilized to aid in highlighting to supervision the importance of safety and the benefits of a high performing safety process to the efficiency and performance of the areas they have responsibility for.

OnePetro

ASSE

ASSE-10-662

ASSE Professional Development Conference and Exposition

Accident Investigation, corrective action, ehs process, EHS Professional, ehs skill, frequency, hourly employee, injury, interaction, new position, probability, reaction, responsibility, safety ally, safety process, soft skill, Supervisor, supervisory position

SPE Disciplines: Health, Safety, Environment & Sustainability > Safety (1.00)

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Leadership Skills That Shape and Keep World-Class Safety Cultures

Carrillo, Rosa Antonio, Simon, Steven I.

OnePetroJune, 1999

INTRODUCTION This paper describes the role of leadership in forming and maintaining a culture. Challenges in leading a safety culture change may include influencing middle managers and supervisors to empower employees to convert a negative culture to one where there is trust and open communication. These types of deep cultural changes require clear, strong leadership from all levels of the organization. We will define leadership and examine its role within the context of culture change. We recognize that every organizational member is a potential safety leader; however, experience also indicates that failure to get management and supervisor support can destroy a culture change effort. We will also explain the use of practical tools and concepts aimed at managers and safety professionals, but they may be used by anyone in a safety leadership position. They have helped many leaders gain and maintain the momentum to support a culture change. These include:Evaluating your leadership skills through the Safety Culture Leadership Inventory (SCLI) Examining the leader's assumptions about the organization's values and directions Becoming aware of the five major mechanisms used by leaders to shape culture And, selecting a leadership style. WHAT IS LEADERSHIP? In 1985, Warren G. Bennis and Burt Manus found 350 definitions of leadership generated over aIn 30 year period. They found agreement that a leader's role is to:set direction, convince people that it is the right direction, and inspire and motivate people to move in that direction. They emphasized, however, that there is no single right way to fulfill that role. Leadership styles range from charismatic and forceful to a behind-the-scenes style with a leader who coaches, facilitates and accomplishes goals through the action of others. Another common point of discussion is that leadership and management are not identical. Edgar Schein (1991) makes the distinction: "Leadership is the management of culture; management is administration within a culture." J. Kotter (1990) defines the roles from a different perspective. He says managers coordinate and facilitate the daily business operations. They make sure the work gets done. Leadership unites leaders and team members in achieving common goals. Leaders develop vision, turning visions into workable programs and communicate programs in a manner that generates excitement and commitment. Leaders create an environment of problem-solving and learning and make sure that desired results are achieved. WHY FOCUS ON LEADERSHIP? The relationship between the dynamics of leadership and culture is researched and documented in Edgar Schein's, . Schein goes so far as to say, "Without leadership, would not be able to adapt to changing environmental conditions." When leaders understand culture they can use it or surmount it. If leaders do not understand culture, it will manage them.

OnePetro

ASSE

ASSE-99-032

ASSE Professional Development Conference and Exhibition

assumption, change effort, culture change, Culture Change Consultant, Grassroot Safety Leadership, Integrating HSSE into the business, leadership, leadership skill, leadership style, operational safety, organizational culture, plant manager, rosa antonia carrillo, safety culture leadership inventory, schein, social responsibility, sustainability, world-class safety culture

Country: North America > United States (0.15)

SPE Disciplines:

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Leadership Skills That Shape And Keep World-Class Safety Cultures

Simon, Steven I., Carrillo, Rosa

OnePetroJune, 2000

INTRODUCTION This paper describes the role of leadership in forming and maintaining a culture. Challenges in leading a safety culture change may include influencing middle managers and supervisors to empower employees to convert a negative culture to one where there is trust and open communication. These types of deep cultural changes require clear, strong leadership from all levels of the organization. We will define leadership and examine its role within the context of culture change. We recognize that every organizational member is a potential safety leader; however, experience also indicates that failure to get management and supervisor support can destroy a culture change effort. We will also explain the use of practical tools and concepts aimed at managers and safety professionals, but they may be used by anyone in a safety leadership position. They have helped many leaders gain and maintain the momentum to support a culture change. These include:Evaluating your leadership skills through the Safety Culture Leadership Inventory (SCLI) Examining the leader's assumptions about the organization's values and directions Becoming aware of the five major mechanisms used by leaders to shape culture And selecting a leadership style. WHAT IS LEADERSHIP? In 1985, Warren G. Bennis and Burt Manus found 350 definitions of leadership generated over a In 30 year period. They found agreement that a leader's role is to:set direction, convince people that it is the right direction, and inspire and motivate people to move in that direction. They emphasized, however, that there is no single right way to fulfill that role. Leadership styles range from charismatic and forceful to a behind-the-scenes style with a leader who coaches, facilitates and accomplishes goals through the action of others. Another common point of discussion is that leadership and management are not identical. Edgar Schein (1991) makes the distinction: "Leadership is the management of culture; management is administration within a culture." J. Kotter (1990) defines the roles from a different perspective. He says managers coordinate and facilitate the daily business operations. They make sure the work gets done. Leadership unites leaders and team members in achieving common goals. Leaders develop vision, turning visions into workable programs and communicate programs in a manner that generates excitement and commitment. Leaders create an environment of problemsolving and learning and make sure that desired results are achieved. WHY FOCUS ON LEADERSHIP? The relationship between the dynamics of leadership and culture is researched and documented in Edgar Schein's, . Schein goes so far as to say, "Without leadership, groups would not be able to adapt to changing environmental conditions." When leaders understand culture they can use it or surmount it. If leaders do not understand culture, it will manage them.

OnePetro

ASSE

ASSE-00-039

ASSE Professional Development Conference and Exposition