The Inter-Generational CEO – An Illustrative Case Study

In the article The Rise of the Inter-Generational CEO: Working with Gen Z eye to eye my co-author and writing partner, Dr. David Oxley, wrote about the huge potential of unlocking inter-generational capability. He outlined practical steps to nurture what we call “eye-level” leadership – a symbiotic culture of trust, learning, and collaboration across generations.

In this article, I share a case study of how this was put into action. 

But first, some context.

The most important task of a leader is to hire, develop, and promote the right people. At most big companies, high-potential talent development is done through standardized programs. The reality is most of these programs don’t yield the expected benefits.

Close to eight years ago, while I was Group HR Director of bp, I made it my mission to develop a new breed of leaders, better prepared for the so-called VUCA realities of our times. I was conscious I needed to find a new approach.  The task at hand was how to unleash the implicit strength of young leaders’ who naturally embraced technology, new ideas, and were passionate about making a societal impact. 

The Idea

I shared my challenge with Kate Robertson Co-Founder of One Young World and former Global President of Havas. Together we conceived a collaboration – 

a rather revolutionary concept of providing a pathway for young, purpose driven bp talent, to be given a platform to debate global challenges with the world’s top authorities, and then combining this with assistance to create allies for action within bp. 

Initially, bp sponsored 15 delegates to attend a summit in Ottawa, Canada. A foundational design principle was open application. Every bp employee under 30 was encouraged to apply. The process included writing a white paper and recording a video about what they were accomplishing at bp, what social issues they cared about, and their ideas for solutions. We wanted applicants who were passionate and committed to solving consequential problems. 

Participating in One Young World had huge appeal, but it was important that it was combined with creating mentorship and networking connections at the senior most levels of bp. I was astonished at just how enthusiastic the executive and senior leadership were to volunteer, creating some powerful, informal connections, collaborations, and life changing relationships. 

In the fall of 2016, I found myself in Ottawa with the inaugural class of 15 bright-eyed future leaders. The Chairman of bp, a leader passionate about developing the next generation of leaders, attended. A sign of the transformative effect of the program was the first night where he hosted a dinner with the bp delegates. This set the tone for the program that over the years, saw delegates engaging ‘eye-to-eye’ with Prime Ministers, Presidents, scientists, CEOs, philanthropists, and many other extraordinary public figures.

Engaging the power of the informal organisation.

A great power of this innovative approach to NextGen development was being able to bypass the traditional organisation hierarchies and bureaucracies. Because the program was not tied to specific jobs, functions, titles, or grade levels, it freed participants from the shackles of process and conventional power dynamics.

Senior leaders across bp participated enthusiastically, not compliantly. The ideas, fueled in large part by the infectious enthusiasm of the participants, were opportunities to take a break from their boring, mundane day jobs. Several executives commented that they looked at their weekly calendars on a Sunday evening and often felt a sinking feeling. The one highlight of their week were these discussions with NextGen talent. It was an opportunity to think beyond process, beyond administration, and dream about reaching for something bigger. I was amazed by how this reverse mentorship impacted the staid old traditions of the company. In subtle but powerful ways, some of the dialogue and thinking in our executive meetings became… well… more modern.

And… It worked.

From that inaugural tentative pilot in Ottawa until today, bp has now sent six delegations of young leaders to OYW events who have self-organized into an internal bp community of like-minded leaders. They have led dozens of internal projects, think-tanks, and initiatives to help reshape bp into the ‘greening’ company it has now become. When bp updated its purpose and ambitions to ‘reinvent energy for people and our planet – this was partly informed by a small group of bp delegates who are passionate about climate change and sustainability. Fortunately, I stay in touch with many of these leaders who are progressing through the ranks of bp and are making even bigger marks on the company. 

Since leaving my role at bp three years ago I have shifted some of my focus from the corporate world to that of the NGOs. I am honoured and privileged to Chair the Leadership Council of the AFS Youth Assembly. An event not dissimilar to One Young World, but more established and closer linked to the UN. It is held annually in New York and opened at the UN building. Intergenerational dialogue and unleashing the full potential of NextGen talent has been a C Suite priority for decades. However, it has been elusive to achieve. David and I hope this example provides a practical, realistic, example of how to embrace the inter-generational power of working ‘eye-to-eye.’ 

Written by Dr Helmut Schuster.
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