Energy leaders know they operate in volatile, uncertain, complex, and ambiguous environments. What may be less apparent are the skills they need to succeed.
Given the complexity of the industry — regulatory challenges, geopolitical pressures, environmental issues are industry hot spots — it can be difficult to know if organizations have the leadership talent they need today and are effectively developing the talent needed for tomorrow.
In challenging times, energy companies cannot afford to pour resources into generalized development, expecting that they will end up with employees who are well equipped to lead the business. Well-targeted leadership development initiatives are essential for success.
To help our energy clients better understand and focus their leadership development efforts, CCL analyzed leadership effectiveness data from more than 11,000 people working in the energy sector.
The study indicated that top priorities for leadership development in the energy sector are to improve the ability to lead employees, handle problem employees, and lead teams. Energy leaders and organizations also need to create career and development strategies to provide signifi cant broad, cross-organizational experiences and learning. These findings were consistent across the fossil fuel and utilities sub-sectors.
This report shares the details of the study and introduces strategies for addressing leadership development priorities.
Amid debates over topics like regulatory change, oil importation versus domestic production, global warming and sustainability, and government incentive priorities, the energy sector faces significant and rapid change. When circumstances are stable, good management is key to success. However, in changing times, organizations need good leadership to set new directions, align people with mission-critical imperatives, create commitment to new vision and action, and develop talent.
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