In a recent presentation I delivered on navigating volatility and uncertainty in the oil and gas industry, one piece of advice resonated strongly: “Run towards your problems instead of away from them.” It's a powerful concept, especially in an industry where challenges are frequent and often daunting. Given the unpredictable nature of today's market, with its rapid shifts, technological advancements such as AI, and evolving regulations, this principle feels more relevant than ever.
This phrase wasn’t originally mine. It came from a mentor, Dave Bolton, whom I worked with at three different companies during my career and who now operates his own oil and gas business. Given the impact of this simple idea, we thought it deserved a deeper dive. I reached out to Dave to discuss the origin and enduring importance of this principle, particularly how it helps us navigate the complex currents of our current landscape.
Jerris: I recently shared a principle of running towards problems instead of away from them, but I really learned it from you. It has struck a chord with people. Can you tell us about your exact wording and its origin?
Dave: I’ve always said, “Run to a problem and not from a problem.” It’s a principle that was emphasized to me by my dad early in my career. I learned it firsthand while working on marginal wells in the oil field.
Jerris: How did working in the field specifically teach you that?
Dave: In the field, time is money, especially when rigs and crews are on site. They’re all on the clock, costing significant dollars by the hour. If you encounter a problem – say, with a well – and ignore it, or try to delay dealing with it, it almost invariably becomes bigger and more expensive. That’s where the immediacy of addressing issues became crystal clear.
In today's landscape, the "costs" of ignoring problems may differ, including missed opportunities due to slow reactions to market shifts, regulatory non-compliance, or being outpaced by peers who adopt new technology. However, the core truth remains: ignoring an issue allows it to compound.
Jerris: So, is it rooted in the practical reality of costs?
Dave: Exactly. It’s like a splinter. If you notice a splinter and address it immediately, you can usually just pull it out, clean it up, maybe put on a band-aid, and it’s gone. However, if you ignore it, two weeks later, you might develop a nasty infection or a boil that requires medical attention and becomes a much bigger, more painful issue. The same applies to business and life: if you ignore a problem, it’s likely to fester and grow.
Jerris: I remember the first time you said that to me. I brought a problem to you, hoping perhaps you wouldn’t see it, or that we could just let it sit, and you asked, “Are we going to run towards the problem, or are we going to run away from it?” Honestly, I didn’t like hearing it back then. It can be scary to face a problem head-on, especially if it seems big or complicated, or if you’re worried about the consequences of uncovering it. It definitely feels easier to avoid it in the moment.
Today's uncertainties amplify this feeling. Market downturns, fears about job insecurity, and the perceived complexity of new technology like AI can feel like insurmountable demons. This point highlights that the feeling is normal, but the necessary action is still to confront it.
Dave: My experience consistently shows that facing it early is better.
Jerris: Can you give another example from our industry where this applies beyond just field operations?
Dave: Think about due diligence during an acquisition. Suppose you find a title problem, a potential obligation you weren’t aware of, or something that could impact the value or the deal itself. In that case, you have to address it immediately. You can’t hide it or hope it goes away. Running towards that problem means bringing it to the forefront, analyzing it thoroughly, and figuring out how to mitigate it or what it means for the deal terms.
Jerris: Because hiding it or waiting just makes it worse?
Dave: Absolutely. The last thing you ever want is the question, “What did you know and when did you know it?” Suppose you look the other way when you discover an issue. In that case, you erode trust with your partners, your leadership, and ultimately, the people who’ve entrusted you with stewarding their assets. Trying to hide a problem can be a deal killer, and in my opinion, it can be a career-killing way to handle things in the long run.
Building trust through transparency is key across the industry. Running towards problems, whether they are title defects, lease compliance issues, or explaining payment fluctuations to owners, demonstrates integrity and builds credibility, which is vital for navigating relationships during volatile times.
Jerris: Have you ever felt that it backfired? For instance, you addressed something too quickly, and perhaps waiting or being more methodical would have led to a better outcome.
Dave: Not that I can recall. I honestly can’t think of a time when I regretted bringing a problem to light sooner rather than later. I have seen situations where I brought a problem to the attention of the next leadership level, and they chose not to act on it for their own reasons. But I never had anyone, not even one superior in any organization, tell me I shouldn’t have brought it up or that I should have just hidden it. You can sleep easily at night knowing you are transparent and doing the right thing. If you get pushback for that, that’s a different conversation about your organization. However, the core principle of uncovering and addressing the issue remains sound. Waiting only increases the risk of becoming significantly worse, legally, financially, or reputationally.
Jerris: You mentioned applying it beyond business. Do you still use this principle today, especially with the current industry environment?
Dave: Oh, definitely. It’s one of the cornerstones of how I operate, both in my current business and personal life. When I encounter conflicting information or something unexpected, I quickly gather everyone involved, get the facts, and clear the air. I’m proactive by nature, and that principle is key to that.
Running towards problems translates into actionable steps in today's fast-moving environment: being proactive, quickly gathering information, and getting stakeholders together to find clarity. This is a fundamental practice for building the "digital nervous system" and fostering clear communication.
Jerris: Has your approach to “running towards problems” changed over time?
Dave: As I’ve gotten older, I’m probably a lot calmer about it sometimes. I’m not quite as excitable as I used to be. With perspective and age, you realize you can still address and fix the problem without running towards it with your hair on fire and freaking everyone out! But the core belief in facing it head-on, as early as possible, is still fundamental.
Jerris: That’s incredibly helpful. It reinforces why that message is so impactful. Thank you for sharing the story and its ongoing importance.
Dave: My pleasure. It’s a simple idea, but a vital one.
These insights underscore a crucial truth: in a volatile and uncertain environment, proactive problem-solving isn’t only efficient but also essential for maintaining integrity, building trust, and ultimately positioning yourself and your organization for better outcomes. Running toward the problem, even when difficult, is often the shortest and least painful path in the long run. It’s a principle worth adopting as a core habit in your professional toolkit. In our currently uncertain oil and gas landscape, embracing this mindset, proactively addressing challenges, and seeking clarity is crucial for building resilience and thriving.
This is where having the right systems in place becomes invaluable. While this core principle is about action and mindset, modern digital tools enable that action to be taken sooner. Robust land management systems, automated alerts, and clear dashboards help you identify potential problems, such as upcoming obligations, conflicting data, and changes in status, much earlier than manual processes could. They allow you to see the "splinter" before it becomes a "boil." By leveraging these systems, you empower yourself to truly "run towards your problems" when they are still manageable, effectively navigating uncertainty without being overwhelmed.
If you would like to hear more about having greater resilience during the ups and downs of the oil and gas industry, please check out the recording of my webinar. And stay in touch with PakEnergy to participate in future webinars and discussions that will build on these important lessons!
About David W. Bolton
David W. Bolton is a landman and oil and gas operator with decades of experience in senior land management roles at companies like Energen and Chesapeake Energy. He now owns and operates Northfork Land Management LP and North Fork Operating, LP, and continues to champion the principle of proactive problem-solving in the oil and gas industry.