It is sad that Chevron doesn’t do failed leaders a favor and fire them. If they did they might go on to more successful careers at places where they fit better. Instead, Chevron puts their career on permanent pause and keeps them around another decade until they quietly retire. The smart ones, which are rare, confront their bosses on their trajectory then bail out for greener pastures. Several have been great leaders, even CEOS, elsewhere.
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CTC has two kinds of leaders - A) techies and B) others.
Group A are dyed-in-the-wool techies who are at the cutting edge of their discipline and quite active in external professional societies, university consortia, etc. They are as known for their tech skills, acumen, big brains and savvy at applying tech to business as they are for their leadership/admin skills. KC is an example.
Group B are people who may never have worked in a tech role and really don't belong in CTC. They are bumped out of a real job and parked in CTC until they get back on the horse or retire. BM was an example as was JG. There are many others, unfortunately, and they neither understand what their people are doing nor how it could be applied to the business. In most cases they are inferior leaders as well which is how they got kicked of a BU in the first place.
https://www.bloomberg.com/opinion/articles/2021-09-17/complex-language-on-earnings-calls-is-a-warning-to-investors
PS was a good ETC leader, forced out of exploration. His successor was a total disaster.
Look no further, the Walking Dead Chevron employees end up right here on this site. If you're wondering who they are, look in a mirror.
@voe+ is correct, CTC is historically the 'dumping ground' for failed BU managers, particularly those who failed or floundered in international assignments but required a high PSG landing spot upon repatriation. Poetic justice that high-p-t musical-chairs manager EB is in charge of CTC now, she's just carrying on the 'unaccomplished tradition' of the last three or four CTC/ETC GMs.
Chevron cronyism and nepotism results in a form of inverse Darwinism. The good will eventually feel ostracized (or bored silly) and quit to go somewhere more challenging, rewarding, and invigorating. The bad will stick around for the salary, lack of accountability, and maybe a touch of megalomania, and create in their likeness the next generation of failed and uninspiring leadership. Couple that with the social engineering of D&I, and it's been a long time since I could point to someone in Chevron leadership who was a true leader and role model.
I feel the same way about MBAs and attorneys who stay more than 5-10 years and clearly are not going to go far or made a mis-step. They could have far more rewarding, enriching and remunerative careers outside an oil company, yet they linger. And malinger.
Thats Chevrons policy, many can be found heading up ETC departments. Its not good for the individual, not good for the company and not good for the individuals who have to work for them. It also takes out positions which could be used as career development roles for employees with potential.
the failed leaders are planted into Cvx till they retire
Chevron rather pay them salaries and let exec tell shareholders to plant trees
shift climate change responsibility from carbon extractor to carbon end users