A World of Culture, Oil, and Golf: Interview with David Allard, Geologist and Author

Having the opportunity to live and work in a number of different countries and cultures generates an awareness of the way that culture, context, and logistical realities affect leadership decisions. Welcome to an interview with David Allard, shares lessons learned from his diverse experience as a geologist in many different countries and contexts.

1.  What is your name and your background? 
 David Allard has a college degree in geology and  worked in the petroleum business his entire career. Colorado is the 7th US state he lived in including a couple moves with the family growing up.

2.  What did your career entail?  Where in the world did you work and why? 
David Allard worked for over 35 years as a petroleum geologist and from 1988 to 2006 worked internationally in more than 20 countries, including living with his family in Egypt and Scotland. Allard has had a varied career as a petroleum geologist, playing a part in many new field discoveries, publications, and public presentations. 

David Allard began working in industry as a petroleum geologist in San Francisco, CA then moved in 1981 to Midland, Texas to work for a major oil and gas company, and in 1988 to Houston working international projects. In 1998, after joining an independent oil and gas company, he moved his family to live in Egypt, followed five years later by a Scotland assignment. David took on management roles of increasing responsibility starting in 2000. After returning to the US in 2006 work locations have involved 3 different states.

He recently published a nonfiction book: A World of Culture, Oil and Golf that covers a 20 year period of international and domestic USA business and historical aspects from the perspective of a staff geologist and in the latter half of his career in leadership roles. Beginning in 2017, book marketing efforts include speaking events as an expert in petroleum geology and international experiences. He currently lives in Denver and still loves golf.

3.  What was your main job responsibility? Could you have done it from Houston? Why or why not?
As a manager in the petroleum business, I could do the job from Houston; especially now with the communications and computer tools we have today. Early in my career I spent a lot of time on rigs to acquire the geology data for exploration.  That experience got me in the international oil business initially, which lead to extensive travels. The interactions with locals resulted in some project benefits in the long run.

4.  What were some of the things you learned about people, culture, and different ways of doing business?
It is important to engage every member of the team in either remote drilling sites or in the office. Remote drilling sites in 3rd world countries require a variety of services and those are sourced locally. It takes time to vet the area and line up support, before the heavy equipment is moving to the location. Negotiations with government petroleum companies are helped if you know the local rules, who has what authority and who to trust as you portray what is in it for the host country.

5.  Please describe two or three of your most important "lessons learned" – 
Respect the host culture and customs of the host country when working internationally.
A successful team needs effective communication and to understand the strengths of each person on the team. People are motivated to work by things other than money.

International business of oil and gas requires understanding both above ground and below ground (geology) risk. International exploration discoveries are an exciting moment, but are only one step on the long road to profitability.

6.  Why did you write the book? When did you get the idea? Where can we buy the book? 
During my first international business trip in 1988 to Turkey, after an unusual encounter on the drive from a remote airport into the mountains to the well site; I decided to start keeping a journal. I expected many unusual things might happen along the way. Over the years I compiled 14 journals from a variety of assignments, business trips and postings overseas which are the basis for the book.
I feel lucky to see so many places and have the variety of business experiences and I want to share this oil and gas business description / inside look. The key aspects of my book that I want to share: A) how the international oil business works and B) various “you were there” cultural observations including political change and government stability issues in the host countries where we were exploring. For example, the fall of Communist Russia, turning Hong Kong back to China, and rebel encounters with the government.

The book focus is on the international business experiences and cultural observations over a 25 year period. The international oil and gas exploration business carried the author to many places tourists will never see and an inside look at a variety of business dealings and cultural aspects. This fascinating first person account shares what it's like to be an insider traveling the globe. At times there are security risks, humor and occasional golf!

“A World of Culture, Oil, and Golf” is available in hard copy or Ebook on all the usual digital outlets including Amazon or autographed copies from the web site: DavidAllardAuthor.com

7. Where is your hometown? Currently Denver and west Austin. I grew up in Massachusetts, Mississippi and Erie, Pennsylvania before moving to San Francisco for my first job. 
Who and/or what inspire you most?
I am most impressed with people that make a difference in the world; as well as accomplished artists and pro athletes. As far as writing about the oil industry: people that published insightful books Daniel Yergin, author of The Prize, Michel Thomas Halbouty the great wildcatter, Thomas Petrie’s Following Oil and Lisa Margonelli, author of Oil on the Brain, to name a few.

Why do you write? 
I enjoy telling the story that others may be interested in. I was compelled to get my world of oil story out because I was lucky enough have seen so much. The oil business is of interest to many others these days being a political issue – globally;  and I want to tell a positive oil story of exploration and value creation.

Do you hope to inspire other writers? What advice would you give for people thinking about writing a book?
Take time to write down your story, share it with others and grow from the feedback

What obstacles have you overcome to write this book?
To make the details of business travel and international exploration into a story of interest, a book format worth reading – that others value is the challenge. Finding time to write!
Any hobbies or extracurricular activities you'd like to share? There are many. I almost switched to art major as a Junior...but finished in Geology. Others: running, golf, skiing, photography, film, guitar and trying to be a better fisherman.

Please view the interview with David on Life Edge.

Interview with Dr. Kozhi Makai, Understanding Culture's Influence on Leadership Styles

Bringing people together in a rapidly changing environment is just one of the challenges of leadership in a world characterized by disruptive technologies, rapid economic reconfiguration, and shifting notions of how we should relate to each other. Dr. Kozhi Makai has studied leadership from many vantage points and today is here to share his unique insights.

1.  What is your name and your educational background?
Kozhi Sidney Sakangende Saulongo Sikoongo Mwachawoka Namundondo Hamudulu Mweetwa Hangambwa Hanene Chingangauka Hanyimbo Makai. You asked...
I seem to have a name for each of the original American colonies.
But my driver's license simply reads: Kozhi Sidney Makai.
My BA is in Speech Communication, with a minor in Psychology.
My MA is in Business Communication, with a specialization in Leadership & Influence.
My PhD is in Applied Management and Decision Sciences, with a specialization in Leadership and Organizational Change (my research is in understanding culture's influence on leadership style).

Life Edge 036: Kozhi Makai had a dream... from RELATECASTS on Vimeo.

 2.  How did your childhood help you become interested in leadership?
Both my parents were leaders in Zambia.
My mother was a business leader as an entrepreneur who ran a produce company, restaurant, and farm with a poultry, dairy, and rotation of cabbage and potato harvests. She was a very hands-on leader who modeled what she expected and, while we had staff to tend the farm, my siblings and I were expected to work along the staff.
My father worked for the government and was the number two man at the Special Investigation Team for Economy and Trade (SITET) as Deputy Director of Administration and Research. This team is the equivalent of the American Secret Service or FBI Dickson that handles White Collar Crime. Watching him interact with his subordinates showed me an example of influence (something that John Maxwell feels leadership is) without a hard hand.
Both my parents encouraged me to be a leader among my friends and stand out - ethically, honestly, and sincerely.
Once I got into athletics, I was able to use these skills I learned from watching my parents and, literally, sitting at their feet and learning from them.

3.  What was it like to grow up in Zambia? How did you feel when you first arrived in Houston? What were some of the cultural differences that you did not expect?
Interestingly, I didn't grow up in a hut or without shoes, running water, or electricity (I know, I just ruined it for you). I grew up like many children here in the U.S. in the 80s and 90s...playing Nintendo Gameboy, riding my bike in the neighborhood, terrorizing neighbors with my crew of 6 friends, and hoping to get a glance at the new girl(s) in the neighborhood. I went to fantastic schools (the best in the country, actually) in Primary School (1st to 7th) and Secondary School (8th to 12th), and spent time with some of the brightest minds of my time. At one point, I went to school with the President's children; never a dull moment, really.
Houston was BIG. That was probably the great change for me - the vastness of the roads, the volume of vehicles, and the consistent busyness. And, would you believe, I thought people in Houston spoke too fast!

I didn't expect to find a culture that was unlike my own - specifically my Latino/Latina friends. Very much driven by strong family values, music, and food, I found myself connected to people who had a similar outlook and passion for family and staying close to them.

Yet, I also found some of the most generous people I've ever met. Just like my parents in Zambia took in strangers and family members alike, two families took me in and raised me as their own - my youth pastor and his family, the Brantleys, and my education benefactors, the Eberlys. To this day, the Eberlys remain my American family; Michael Oher and "The Blind Side" came long after me and the Eberlys lived out that life. My parents (American and Zambian) have met, and I'm fortunate to have had two sets of parents doting over me and encouraging me to be the best man I can possible be.

4.  What are the themes of your books?
Relationships. Communication. Personal Development. Leadership. All of them are driven by a desire improve the human condition. So I wrote them to ensure that my readers could connect to the concepts through my own experience; I want my readers to always know that I've experienced what they have and I want them to learn from my mistakes. Rather than be a simple "how-to" book, I want the reader to see me as a helpful coach and guide.

 5.  What is the name of your forthcoming book, and how did you choose the name? What is the theme?
Unapologetic.
I chose this title because it's what I want everyone to be: unapologetic. Completely themselves. Warts and all. This does not preclude us from improvement, but it's hard to improve what we don't understand. So, unapologetic is about self-discovery and loving/appreciating what we discover - our humanity.
We live in a world that tends to shun anything that isn't perfect - basically, our humanity. Perfect hair (I know, I don't have that problem). Perfect families. Perfect homes. All done to create a ruse about our lives when we often hurt and are nowhere near as put-together as we portray. This book is about ripping the mask off and being exactly who we are and what we were meant to be.
I believe we all have lines to sing in the musical of life; when we don't, the show loses its value and luster. Life is supposed to be a blockbuster, not a box office flop; only those who sing their lines by living authentic lives can ever hope to see their life become that blockbuster.

6.  Who are some of the thinkers / writers / leaders who have most influenced you?
The late Zig Ziglar is atop my list. Great speaker, writer and thinker.
The late Og Mandino is among my favorites. I read his book, The Choice, at least twice a year.
The Apostle Paul. His doctrinal thoughts truly have a touch of the Divine. Along with the Book of Proverbs. I read that anthology of wisdom monthly.
Dr. John Maxwell influenced my development, long before he became prolific. As the head of Injoy, his tapes (yes, cassettes) were amazing!
Dr. Dennis Kimbro of Clark Atlanta University mentored me from afar without knowing me in my early years in the U.S. This year, I get to meet him face-to-face after getting acquainted with him via email over the last two years.
Dr. Steven Beebe, the premier mind in communication. Another mentor from afar, until a few years ago when we met and became solid friends. I consider him a confidant, and continued mentor.
There are many more, but these come to mind first. My personal library is over 700 books strong (and that's the trimmed version), and I continue to read and accumulate more.

Success During a Downturn: Interview with Steven Tedesco, Running Foxes Petroleum. Innovators & Entrepreneurs Series

Achieving success during downturns is a function of vision and leadership, and it requires a person to think creatively and independently. These are just a few of the insights provided by Dr. Steven Tedesco, Running Foxes Petroleum, in the two interviews presented here -- written, and also via YouTube. Welcome to an informative interview with a successful entrepreneur who has used science, technology, strategic thinking, and pro-active environmental responsibility to innovate and create a dynamic, thriving company.

1.    What is your company and its primary focus?
Running Foxes Petroleum Inc.  Our focus is shallow conventional oil and gas, waterflooding, coal bed methane and shale gas.  We focus in Eastern Kansas, Western Missouri, Southeast Colorado and in eastern central Utah.  Our goal is to target reservoirs that are simple in nature and do not require complex fracking and drilling.  Geologic risk is minimal.  The real risk is proper execution which is easier to control.

Dr. Steven Tedesco

2.    What is your background?
Geologist by training with three degrees.  BS from Northeastern University, Masters from Southern Illinois University and PhD from Colorado School of Mines.  33 years’ experience in the oil and gas business with over 2 years of experience in nuclear, mining and geotech.  I have also become very will versed doing petroleum engineering, land, marketing and contract negotiations.

3.    What are some of the lessons / insights from hard rock geology that apply to petroleum geology?
The use of technologies, such as surface geochemistry and aeromagnetics, that can be successfully applied to oil and gas.  The earth is a dynamic process and both metals and petroleum accumulations have very similar characteristics to each other.  Therefore all technologies work to some degree on an type of deposits.

4.  How would you characterize a successful entrepreneur?

 Interview with Dr. Tedesco on LifeEdge, October 15, 2015.

A successful entrepreneur has to have vision.  Seeing opportunities where others see nothing.  For example distressed gas assets can be acquired very inexpensively.  Most of the industry does not like gas.  But as history shows both oil and gas products go through cycle.  By buying gas assets now, improving them either with working over or drilling new wells at lower costs will only benefit the value of the assets when prices go higher and costs to rework and drill new wells will also rise.

5.    What are some of the opportunities that an entrepreneur would identify during a downturn?
Looking for distressed properties.  In a downturn multiple companies and individuals get over extended and this presents opportunities to acquire assets at minimal cost.  Many of these assets will be like diamonds in the rough.  With a little work their value can be greatly improved.  The difficulty is to finance these opportunities.  It requires companies to take a contrarian attitude despite the overall thought of low prices for a perceived extended period of time.  History shows those that identify the bottom of any cycle enter and exit the next boom very successfully.  Also the entrepreneur has to be committed to the vision.  People tend to follow in herds in industry.  The visionary needs to ignore to some extent the people around him or her who attempt to dissuade them from pursuing the vision.  The vision and opportunity does need to be well thought out from all angles such as geology, engineering, operations, land, regulations, costs, IRR, etc.  

6.    Do you have any books / key thinkers that you would recommend?
I believe we can learn a lot from past leaders.  I read books on George Washington, Robert E. Lee, George Mitchell, Lord Thomas Cochrane, Patton, Kennedy, General Rosecrans, Woodrow Wilson, Ho Chi Min, Churchill, Reagan, to name a few.  These are leaders despite some eventually being on the wrong side exude commitment, resolve and leadership in both good and bad times consistently.

Note:  Steve Tedesco will be presenting a paper at AAPG's Revitalizing Reservoirs Geosciences Technology Workshop in San Antonio, December 1-2. 

Multi-Disciplinary Mini-Competency Certificate Programs: Unique, Customized, with Real-World Value

The problem with most degree and certificate programs is that they tend to be expensive, cumbersome, slow-to-acquire, and uniform. And, it may be difficult to show you have knowledge in a unique area, say, “Geochemistry and Corrosion Control in Carbonate Reservoirs,” or “Fire-Themed Festivals for Economic Development.”

While uniformity can be good for a general education and for obtaining grounding in basic skills, it’s not good if you’re trying to differentiate yourself from the competition, and also to showcase what makes you uniquely you.

Further, if you’re trying to create a career path that is unique and explores interesting new areas, you will need to acquire a range of skills and abilities that cross categories, and which encourage you to think of things in new ways, and to relate different areas to each other.

You’ll also need to combine traditional learning activities (courses, elearning, projects) with prior learning and what you learn in teams and by applying concepts in order to solve a problem.

A way to give individuals an edge in a competitive job market is to develop a multi-disciplinary certificate that shows multi-competencies (which is to say that these are blended competencies). Customized, personalized curriculum in more than one discipline, can help the individual  transcend the limitations of conventional education and training, and to position oneself to enter unique employment areas, and also to apply knowledge in new and satisfying ways.

By making sure that the mini-competencies are flexible and quick-to-complete (as quickly as a month), it’s possible that a person will be continually creating and recreating himself or herself in a way that could be truly breakthrough in terms of human capital and a community’s ability to achieve sustainable growth.

Combine Courses with Collaboration, Applications, Demonstrated Knowledge
Learning is more than taking courses in a face to face or online setting. However, it’s easy to lose sight of that when we confine ourselves to traditional curriculum, and only track traditional coursework.

Instead, we need to find a way to officially track the knowledge that is gained in on-the-job or mentored learning, and also in teams. We also need to track what happens when the knowledge applied and shared, as in during a presentation or demonstration of a new product or process.

So, we need to make sure that we include learning events and we do it in a systematic way in order to establish quality standards and rubrics.

Incorporate Multiple Categories of Learning
To begin, let’s create categories of learning, and assure that there are measurable outcomes in order to successfully complete each one.

1.    Training/Education: Discipline 1 – include measurable outcomes (quizzes / questions / problems)
2.    Training/Education: Discipline 2 – include measurable outcomes (quizzes / questions / problems)
3.    Experiential Learning: Supervised work / mentored experience, with measurable outcome as the end product (map, report, video, etc.)
4.    Collaborative Learning: Project-based work that addresses solving a problem or investigating an emerging topic, with an outcome that could include a portfolio (joint report, video, audio)
5.    Application / Demonstration:  A paper or product / process demonstration presented at a refereed conference, convention, workshop, or symposium

Example -- Geochemistry and Corrosion Control in Carbonate Reservoirs:

1.    Face to Face Short Course in Discipline A (Engineering):  Corrosion in Mississippian Wells
2.    E-Learning Course in Discipline B (Geology):  Geochemistry of the Mississippian Lime in Oklahoma and Kansas
3.    Internship / Research Project: Talk to oil field chemical companies and discuss the different problems that occur with produced water in the Mississippian Lime (where / how / when)
4.    Attend Conference / Discussion Group (which requires interaction):  Attend an SPE Discussion Group in which corrosion control and production problems are discussed, create a report of what was discussed, along with initial literature review
5.    Make a presentation at a conference / workshop / convention: Present a paper on “The Relation between Geochemistry, Corrosion, and Declining Production in the Mississippian Lime”

Propose Your Own Curriculum, Get Sign-Off from the Sponsoring Organization
The first step is to identify your interests, and then to select learning experiences that fit the correct categories.

The sponsoring organization will provide guidance, will help identify learning experiences, will identify subject matter experts, and will issue certificates, and will archive the records.

As you complete each learning experience, you’ll provide the required documentation to the sponsoring association and then they will review and approve them (under the auspices of a subject matter expert).

The association will issue a certificate for each learning experience successfully completed, and then a certificate for the entire mini-competency. They will also collect recommendations which you can post in social media sites such as LinkedIn.

The Flexible Future of Self-Defining Competencies and Professional Identity
Organizations that are willing to work with each other and cross disciplines will be taking the first step to helping their constituencies and their communities in the development of human capital.

Key is to this is respecting the fact that individuals must find ways to differentiate themselves from others, and to customize themselves to build on their strengths and interests.

Be a Decision Architect: Structure Your Mind, Your Processes

The basis of bad decision-making is human behavior.  But behavior is often simply reinforced by current decision-making processes. In order to break through, one needs to redesign the environment, and be the architect of the context and conditions.

That's a strong statement, but it's what John Beshears and Francesco Gino have asserted in their article, "Leaders as Decision Architects" which appeared in the May 2015 issue of Harvard Business Review. 

 
For Beshears and Gino, the most important elements for making sound decisions and doing it in a timely fashion is to create a framework that facilitates good decision-making. The most critical elements are the following:

1.  Motivation:  All members of decision-making team must feel motivated. After all, decisions involve risk and a sense of vulnerability. To overcome the inner resistances that may arise, it's important to make sure there are rewards, both intrinsic and extrinsic. Without good motivation strategies, and ones which are flexible and meet the needs of individuals, it's unlikely that the project will be carried through to fruition.

2.  Cognitive Bias:  Daniel Kahnemann and others have long demonstrated that what makes cognitive bias so insidious is the fact that it's invisible to us. So the first step is to recognize that there is bias. This often requires the view of a neutral outsider, since those within the organization are often afflicted with the highly contagious (but often useful) groupthink, or worse, folie a deux.  So, a neutral outsider can identify the presence of cognitive bias. Then, the challenge of further determining what kind of bias it may be, and then the underlying assumptions that allow it to exist (and which make it hard to resist or eliminate). We all have our pet ideas about reality and about identity -- and, they can be quite destructive. One of the most useful tactics is to gather evidence that denies / fails to confirm the preconceived notion. Disconfirming evidence needs to be plentiful and reviewed often, because those who suffer from cognitive bias tend to reject or discount evidence that does not align with what they want to see.

3.  Align with Decision-Makers' Best Interests:  Cognitive dissonance is one of the surest ways to paralysis, and yet it's surprising how many times people are asked to do things that are not in their best interests.  Often, too, individuals try to force themselves to do things that go against their own best interests as well. It's amazing how often we may be unaware that we're either asking individuals, team members, partners, even loved ones to do things that are not in their best interests, and then we exhibit surprise when there is resistance to the idea.

4.  Positive Emotions: Caring About the Outcome. It's hard to do something when you don't care. It's even harder if you feel aversion. So, whatever the decision is, the issue needs to be something that the decision makers care about, and their feelings must be positive.

5.  Redesign the Context.  This is where the concept of being an architect can really be useful. If you can change the structural environment in which you're making your decision, then you have a chance of seeing it in a new light. If not, you're likely to be impeded by resistance, bias, emotional blockage.

Finally, once the steps have been taken, it's important to focus on solutions. Instead of trying to implement or evaluate numerous solutions, the key is to find one and then try one's best to implement it. There will be variations in the ways in which the solution can be implemented, and it can be modified while in the process.

Reference:
Beshears, J. and Gino, F. (2015) "Leaders as decision architects." Harvard Business Review. May 2015: 51-62.

Leadership / decision-making are mission critical.