Bob’s response the Mexican gulf crisis has defined his leadership style: “People realise we are serious. I believe that you cannot come out of an accident like this without a sense of responsibility to change.”

In a keynote address on ‘Redefining Global Leadership’ at Thunderbird School Of Global Management in 2011, where Bob was a masters student, he claimed that he had led BP above and beyond its legal obligations: “We all talk in business about corporate responsibility. But I believe this was corporate responsibility at a whole new level. The first and biggest decision we had to make was not to hide behind the laws in the US, but to step up and respond… We could have legally have restricted our liability to $75m, the liability cap laid out in the US Oil Pollution Act. In addition to stepping up and compensating those affected and helping clean up the spill, we also made voluntary contributions way beyond the law required.”

Bob said that the crisis demanded three main leadership qualities – attitude, relationships and management actions. While being sensitive to people’s emotions, he said that, “you need to have a thick skin. You have to ignore the noise and you can’t dwell on the constant public criticism that usually occurs in such a crisis. And even when under fire, you need a quiet sense of optimism, especially as a leader. That comes from having a clear direction and knowing that you are doing the right thing.”

Global leaders also must develop productive relationships, Bob said, “which means getting everyone to “row in the same direction… This does not mean you’re all the same or that you have the same viewpoints. But everybody has got to have a level of trust. Otherwise it is very hard to move things forward.” Bob added that global leaders must become masters of communication, especially in times of crisis: “A leader must communicate, communicate, communicate.” Good communication is not just about talking, but, “listening to ‘the quietest voice in the room’ – the person who doesn’t push themselves forward but who may have something unique to contribute. Our leaders are trained to pick up what can be described as ‘weak signals’ from the organisation.” This is particularly important in risk management.

While Bob is focused on the long-term and creating sustainable value for shareholders, customers and community, he cautions that engagement with the policy framework should be conducted at a professional distance: “We make big, long-term bets that sometimes do not produce revenue for a decade. We have to think about developing a work force and a sustainable investment that can live — in some cases — through multiple changes of government. The only way you can do that is to step back and try not to get yourself too deeply involved in the politics of a country.”

Finally, Bob argued that, as well as the right values, the business leaders of the future will need, “determination, sensitivity, decision-making under pressure… Things will not always be clear. You need to be comfortable with ambiguity and be flexible and patient – always with your eyes on the road ahead.”

Forbes, The New York Times, Telegraph, Keynote Speech to the Thunderbird Global Business Dialogue 2011