I’m sure BP’s new strategy made tough reading for anyone inside the company. Four years later I still feel sad, because BP looks even less like the company I loved.
Like seeing an ex make a fool of themselves at a party and thinking, “Good I got out”.
But I know many people still left; many of you read this blog. And I know it’s not as simple as ‘breaking free and moving on’, as the subtitle of Corporate Escapology glibly offers.
If you do work at BP I might have a way to help – go to the end if you can’t wait.
Most of us can’t just leave, because we have responsibilities and some of us are, quite understandably, scared.
Some of us feel like we have no other option.
And if our one option doesn’t look very stable or in line with our values, it’s no wonder we feel flat – and a bit hopeless.
More and more of us, not just at BP, are frustrated at work, disengaged, lacking in purpose, our values in conflict. Globally, only 23% employees are engaged according to the latest Gallup State of the Workplace Report – it’s only 13% in Europe, 13%! The global figures are higher because America is 33%…what’s the bet that number has fallen since Trump/Musk?
But are we expecting too much from work?
Are we attaching too much to work?
If we’re just going to work to earn an income, do we need to feel that engaged? The company needs us to feel engaged, otherwise we won’t be productive. But do we need to feel engaged? Do we need to connect with strategy, purpose, vision and values?
Apparently we do.
Because work isn’t just a salary. And once we earn ‘enough’, our salary is much less important than other things, like feeling valued, being respected, learning, having impact, doing stuff that matters, belonging.
Work is a huge part of our identity. It feeds our self-worth and our self-belief. It reflects our status, our principles and the kind of people we are.
Although on the whole, I do think this matters a lot less to me than it once did.
I have (what I refer to in my by book) “detached” from the idea that my employer or even my job title defines me.
But it still matters.
I feel better that I run Shell’s startup accelerator than someone’s that you’ve never heard of. I like that I have McKinsey Senior Advisor on my LinkedIn. I mention BP almost every day (but not sure for how long).
Notice, it’s not even necessarily about the work I do. It’s the brands that matter.
But also note, there’s more than one.
And that’s something I’ve learned: not to put all my eggs in one basket.
I’m staggered looking back how much I put in a very big basket labelled ‘BP’: salary (and what that enabled), bonus (and what that enabled), pension, shares, identity, status, future options…everything.
Don’t do what I did.
Find some other baskets for your eggs.
Then you won’t feel so conflicted, lost or upset if one lets you down.
But also, build your own baskets. Like I’m doing with Corporate Escapology and More to Give. They might be a bit flimsy right now, I have to support them from underneath, their handles are weak. But at least I’ve got a bit more control of their strategies – and what they stand for.
My mistake, however, was waiting until I left my job to spread my eggs and build my own baskets.
I should have started earlier. On the company’s dime.
What about you?
What could you do BEFORE you leave?
The help for anyone at BP folks is two-fold.
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Firstly, several BP clients have expensed my coaching against a wellness allowance. Have you used up yours yet?
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And secondly, I have developed an offer just for BP people, because I was you and I want to give back – message me and I’ll send you the offer, or share this with someone who needs it. If you’re worried about money, just message me, don’t soldier on alone.
