leadership

Business, management, and leadership skills, also known as soft skills or nontechnical skills, can and should be developed early in one’s career, preferably before receiving a promotion to a leadership position. These case studies illustrate the advantages of using business simulations and dedicated learning programs to practice both nontechnical and technical skills …

Keeping your finger on the pulse of change requires diligence. Moving forward requires leaders, but without our commitment, the progress lags or stalls out.

SPE leaders share their insights on how COVID-19 and the low oil price environment are affecting the oil and gas workforce, the SPE, and future industry interaction, including academia.

The reality is that those working in the oil and gas industry are facing the toughest challenges seen in a generation. Aside from higher prices, one of the only things that will make it easier is good leadership.

A bearish future prospect and the digital transformation of the industry are forcing oilfield service companies to restructure their service delivery accountability and improve the interfaces between software and traditional segments.

A host of women and men gathered at the inaugural SPE-GCS Women in Energy Congress to discuss the gender-gap challenges facing oil and gas today. How does greater diversity and inclusion help the industry progress, and what can companies do to encourage more diverse and inclusive environments?

As safety leaders, we have to inspire confidence, passion, and commitment around a safety culture. A big part of that is ensuring that those around us actually view us as legitimate leaders.

First and foremost, safety leaders must build relationships of trust with those who look to them for direction and guidance in safety. This is absolutely foundational to getting others on board a safety culture.

One of the keys to growing a safety culture is to build levels of employee engagement. The reason for that is that the more engaged front-line employees are, the more ownership they assume for their work domain.

Sizing a person’s “operating box” for making decisions and taking actions to make room for ingenuity and affordable mistakes provides opportunities for his and the organization’s learning. Which factors affect the resizing of the box and how can the limits be adjusted to encourage continued growth?