In the oil and gas industry, we find ourselves describing public hostility to our work in black-and-white terms, such as “fight for our lives” and “energy wars.” These characterizations serve a purpose: They unite oil and gas workers, give us a sense of shared purpose, and mobilize us to serve as industry ambassadors to the world. But could this kind of black-and-white thinking — which seems to strengthen our collective identity — also lead us to our demise? Now that’s worthy of contemplation.
2021 ended with a whimper for the budget reconciliation package that Democrats had hoped to finish before the holidays. In this edition of Both True, I give you what to watch for regarding federal policy in 2022 — a year that begins with Democrats hoping to resuscitate their climate agenda and the midterm election season moving into full swing.
The recent price volatility around oil and gas has spurred myriad interpretations — most of which are interesting for how they demonstrate our selective reasoning, usually defined by our politics. Further, the line of reasoning most industry executives are likely to pursue is in fact the one most likely to undermine their leadership position.
With so much going on in energy prices, climate action, workforce dynamism, and policy action, you might ask: What’s not to watch right now? But every oil and gas leader needs to keep one eye on the factors that impact now and the next decade — like the recruiting and retention of our workforces. Without a strong, committed workforce, you cannot take advantage of the opportunities of the moment nor lead into the energy future.
The #1 pushback I get from oil and gas leaders to Adamantine’s prescriptions goes something like: “But they don’t understand where their energy comes from! We have to explain the reality of the energy system.” This is true. But it doesn’t work. As a game-changing leader, you need to understand why.
Nothing makes me want to put my head in my hands like imagining the U.S. Security Exchange Commission’s (SEC) anticipated “consistent, comparable, and reliable” rules on climate-related financial disclosures. Yet the more our team at Adamantine digs into this, the more opportunity we see for game-changing oil and gas companies.
When it comes to policy, we all buy into the adage, “If you’re not at the table, you’re on the menu.” But what’s worse than being on the menu? Not being in the restaurant at all. That’s what’s happening with the current opposition we’re seeing to “blue hydrogen,” which should be a stark warning to game-changing industry leaders.
Promoting “diversity of thought” is a common and seemingly innocuous approach to kicking off diversity and inclusion efforts within many companies. In practice, it can accidentally set off a culture war that you’ll struggle to contain. Here’s what you need to know to avoid this very common mistake.