🕷️ Crawler Inspector

URL Lookup

Direct Parameter Lookup

Raw Queries and Responses

1. Shard Calculation

Query:

Response:

Calculated Shard: 189 (from laksa151)

2. Crawled Status Check

Query:

curl -X POST \
  'http://laksa189.int.ahrefs:8124/' \
  -H 'Content-Type: text/plain' \
  -H 'X-ClickHouse-Database: crawler3' \
  -H 'Authorization: Basic YXBpOg==' \
  -d 'SELECT getAhrefsURLFromUnparsed(src_unparsed) AS found_url, ifNull(toUnixTimestamp(download_stamp), 0) AS crawl_time, ifNull(toUnixTimestamp(props_url_first_seen), 0) AS first_indexed_time, download_http_code AS http_code, src_unparsed AS src_unparsed, src_root_hash AS src_root_hash, history_drop_reason AS history_drop_reason, meta_title AS meta_title, meta_descriptions AS meta_descriptions, attrs_boilerpipe_text AS attrs_boilerpipe_text, attrs_markdown AS attrs_markdown, attrs_readable_markdown AS attrs_readable_markdown, meta_canonical AS meta_canonical FROM crawler3.page_info_local FINAL PREWHERE (src_root_hash, src_unparsed) IN ((getAhrefsRootHashFromUnparsed(getAhrefsUnparsedNoserviceFromURL(\'https://hbr.org/2011/03/managing-yourself-zoom-in-zoom-out\')), getAhrefsUnparsedNoserviceFromURL(\'https://hbr.org/2011/03/managing-yourself-zoom-in-zoom-out\'))) FORMAT JSONEachRow'

Response:

{"found_url":"https:\/\/hbr.org\/2011\/03\/managing-yourself-zoom-in-zoom-out","crawl_time":1776635312,"first_indexed_time":1416072423,"http_code":200,"src_unparsed":"org,hbr!\/2011\/03\/managing-yourself-zoom-in-zoom-out s443","src_root_hash":"17785107536982452189","history_drop_reason":null,"meta_title":"Managing Yourself: Zoom In, Zoom Out","meta_descriptions":["Reprint: R1103K Zoom buttons on digital devices let us examine images from many viewpoints. They also provide an apt metaphor for modes of strategic thinking. Some people prefer to see things up close, others from afar. Both perspectives have virtues. But they should not be fixed positions, says Harvard Business School’s Kanter. To get a complete picture, leaders need to zoom in and zoom out. A close-in perspective is often found in relationship-intensive settings. It brings details into sharp focus and makes opportunities look large and compelling. But it can have significant downsides. Leaders who prefer to zoom in tend to create policies and systems that depend too much on politics and favors. They can focus too closely on personal status and on turf protection. And they often miss the big picture. When leaders zoom out, they can see events in context and as examples of general trends. They are able to make decisions based on principles. Yet a far-out perspective also has traps. Leaders can be so high above the fray that they don’t recognize emerging threats. Having zoomed out to examine all possible routes, they may fail to notice when the moment is right for action on one path. They may also seem too remote and aloof to their staffs. The best leaders can zoom in to examine problems and then zoom out to look for patterns and causes. They don’t divide the world into extremes—idiosyncratic or structural, situational or strategic, emotional or contextual. The point is not to choose one over the other but to learn to move across a continuum of perspectives."],"attrs_boilerpipe_text":"Harvard Business Review Logo\nAfter an explosion on a BP oil platform in the Gulf of Mexico in April 2010 killed 11 people and caused the\nbiggest oil spill in U.S. history\n, the company’s CEO at the time,\nTony Hayward\n, zoomed in on the implications for his career. He appeared preoccupied with the incident’s impact on BP’s management and, particularly, on himself. About a week after the explosion, Hayward was quoted as saying to executives in his London office, “What the hell did we do to deserve this?” Despite PR coaching, a month later he told reporters, “I’d like my life back.”","attrs_markdown":"[SKIP TO CONTENT](https:\/\/hbr.org\/2011\/03\/managing-yourself-zoom-in-zoom-out#main)\n\n[Decision making and problem solving](https:\/\/hbr.org\/topic\/subject\/decision-making-and-problem-solving)\\|Managing Yourself: Zoom In, Zoom Out\n\n[Subscribe](https:\/\/hbr.org\/subscriptions?ab=topbar-subtout&tpcc=houseads.site.topbar-subtout)\n\nSign In\n\n- [Latest](https:\/\/hbr.org\/the-latest)\n- [Magazine](https:\/\/hbr.org\/magazine)\n- [Topics](https:\/\/hbr.org\/topics)\n- [Podcasts](https:\/\/hbr.org\/podcasts)\n- [Store](https:\/\/hbr.org\/store)\n- [Reading Lists](https:\/\/hbr.org\/reading-lists)\n- [Data & Visuals](https:\/\/hbr.org\/data-visuals)\n- [Case Selections](https:\/\/hbr.org\/case-selections)\n- [HBR Executive](https:\/\/hbr.org\/executive)\n\n- [Latest](https:\/\/hbr.org\/the-latest)\n- [Podcasts](https:\/\/hbr.org\/podcasts)\n- [The Magazine](https:\/\/hbr.org\/magazine)\n- [Store](https:\/\/hbr.org\/store)\n- [Webinars](https:\/\/hbr.org\/webinars)\n- [Newsletters](https:\/\/hbr.org\/email-newsletters)\n- [All Topics](https:\/\/hbr.org\/topics)\n- [Reading Lists](https:\/\/hbr.org\/reading-lists)\n- [Data & Visuals](https:\/\/hbr.org\/data-visuals)\n- [Case Selections](https:\/\/hbr.org\/case-selections)\n- [HBR Executive](https:\/\/hbr.org\/executive)\n- [My Library](https:\/\/hbr.org\/my-library)\n- [Account Settings](https:\/\/hbr.org\/my-library\/settings)\n- Sign In\n\n## Explore HBR\n- [Latest](https:\/\/hbr.org\/the-latest)\n- [The Magazine](https:\/\/hbr.org\/magazine)\n- [Podcasts](https:\/\/hbr.org\/podcasts)\n- [Store](https:\/\/hbr.org\/store)\n- [Webinars](https:\/\/hbr.org\/webinars)\n- [Newsletters](https:\/\/hbr.org\/email-newsletters)\n\n## Popular Topics\n- [Managing Yourself](https:\/\/hbr.org\/topic\/managing-yourself)\n- [Leadership](https:\/\/hbr.org\/topic\/leadership)\n- [Strategy](https:\/\/hbr.org\/topic\/strategy)\n- [Managing Teams](https:\/\/hbr.org\/topic\/managing-people)\n- [Gender](https:\/\/hbr.org\/topic\/gender)\n- [Innovation](https:\/\/hbr.org\/topic\/innovation)\n- [Work-life Balance](https:\/\/hbr.org\/topic\/work-life-balance)\n- [All Topics](https:\/\/hbr.org\/topics)\n\n## For Subscribers\n- [Reading Lists](https:\/\/hbr.org\/reading-lists)\n- [Data & Visuals](https:\/\/hbr.org\/data-visuals)\n- [Case Selections](https:\/\/hbr.org\/case-selections)\n- [HBR Executive](https:\/\/hbr.org\/executive)\n- [Subscribe](https:\/\/hbr.org\/subscriptions?ab=leftnav-subtout&tpcc=houseads.site.leftnav-subtout)\n\n## My Account\n- [My Library](https:\/\/hbr.org\/my-library)\n- [Topic Feeds](https:\/\/hbr.org\/my-library\/topics)\n- [Orders](https:\/\/hbr.org\/my-library\/orders)\n- [Account Settings](https:\/\/hbr.org\/my-library\/settings)\n- [Email Preferences](https:\/\/hbr.org\/my-library\/preferences)\n- Sign In\n\n[Decision making and problem solving](https:\/\/hbr.org\/topic\/subject\/decision-making-and-problem-solving)\n\n# Managing Yourself: Zoom In, Zoom Out\nby [Rosabeth Moss Kanter](https:\/\/hbr.org\/search?term=Rosabeth%20Moss%20Kanter)\n\n[From the Magazine (March 2011)](https:\/\/hbr.org\/archive-toc\/BR1103)\n\n- [![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/Twitter.da02b4c1.svg)Post](https:\/\/twitter.com\/intent\/tweet?&original_referer=https%3A%2F%2Fhbr.org%2F2011%2F03%2Fmanaging-yourself-zoom-in-zoom-out&ref_src=twsrc%5Etfw&related=twitterapi%2Ctwitter&tw_p=tweetbutton&url=https%3A%2F%2Fhbr.org%2F2011%2F03%2Fmanaging-yourself-zoom-in-zoom-out)\n- ![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/Facebook.eb68f860.svg)Post\n- ![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/LinkedIn.1a0f12de.svg)Share\n- ![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/Save.2badaa2e.svg)Save\n- ![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/Print.bb0a31c0.svg)Print\n\n![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/close.b3dba8ae.svg)\n\n- [![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/Twitter.da02b4c1.svg)Post](https:\/\/twitter.com\/intent\/tweet?&original_referer=https%3A%2F%2Fhbr.org%2F2011%2F03%2Fmanaging-yourself-zoom-in-zoom-out&ref_src=twsrc%5Etfw&related=twitterapi%2Ctwitter&tw_p=tweetbutton&url=https%3A%2F%2Fhbr.org%2F2011%2F03%2Fmanaging-yourself-zoom-in-zoom-out)\n- ![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/Facebook.eb68f860.svg)Post\n- ![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/LinkedIn.1a0f12de.svg)Share\n- ![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/Save.2badaa2e.svg)Save\n- ![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/Print.bb0a31c0.svg)Print\n\n![](https:\/\/hbr.org\/assets-mfe-articles\/_next\/static\/media\/close.b3dba8ae.svg)\n\nAfter an explosion on a BP oil platform in the Gulf of Mexico in April 2010 killed 11 people and caused the [biggest oil spill in U.S. history](http:\/\/www.huffingtonpost.com\/news\/bp-oil-spill), the company’s CEO at the time, [Tony Hayward](http:\/\/www.telegraph.co.uk\/finance\/newsbysector\/energy\/oilandgas\/8307207\/Former-BP-boss-Tony-Hayward-in-talks-to-lead-new-oil-company.html), zoomed in on the implications for his career. He appeared preoccupied with the incident’s impact on BP’s management and, particularly, on himself. About a week after the explosion, Hayward was quoted as saying to executives in his London office, “What the hell did we do to deserve this?” Despite PR coaching, a month later he told reporters, “I’d like my life back.”\n\n#### Recommended For You\n- [![](https:\/\/hbr.org\/resources\/images\/article_assets\/2025\/10\/Oct25_29_3lGi0BXJ1W0-383x215.jpg)](https:\/\/hbr.org\/2025\/10\/dont-cling-to-your-old-job-after-being-promoted?ab=at_art_art_rr_v1x4_s01)\n  \n  Career Transitions\n  \n  [Don’t Cling to Your Old Job After Being Promoted](https:\/\/hbr.org\/2025\/10\/dont-cling-to-your-old-job-after-being-promoted?ab=at_art_art_rr_v1x4_s01)\n- [![](https:\/\/hbr.org\/resources\/images\/article_assets\/2023\/10\/Oct23_20_200193319-001-383x215.jpg)](https:\/\/hbr.org\/2023\/10\/how-to-stop-taking-work-so-personally?ab=at_art_art_rr_v1x4_s02)\n  \n  Managing Yourself\n  \n  [How to Stop Taking Work So Personally](https:\/\/hbr.org\/2023\/10\/how-to-stop-taking-work-so-personally?ab=at_art_art_rr_v1x4_s02)\n- [![](https:\/\/hbr.org\/resources\/images\/article_assets\/2014\/10\/Nov24_01_150653396-383x215.jpg)](https:\/\/hbr.org\/2024\/11\/how-to-lead-when-the-future-feels-unpredictable?ab=at_art_art_rr_v1x4_s03)\n  \n  Organizational Culture\n  \n  [How to Lead When the Future Feels Unpredictable](https:\/\/hbr.org\/2024\/11\/how-to-lead-when-the-future-feels-unpredictable?ab=at_art_art_rr_v1x4_s03)\n- [![](https:\/\/hbr.org\/resources\/images\/article_assets\/2023\/05\/wide-hbr-on-leadership.png)](https:\/\/hbr.org\/podcast\/2026\/04\/is-your-company-suffering-from-initiative-overload?ab=at_art_art_rr_v1x4_s04)\n  \n  Leadership\n  \n  [Is Your Company Suffering from Initiative Overload?](https:\/\/hbr.org\/podcast\/2026\/04\/is-your-company-suffering-from-initiative-overload?ab=at_art_art_rr_v1x4_s04)","attrs_readable_markdown":"After an explosion on a BP oil platform in the Gulf of Mexico in April 2010 killed 11 people and caused the [biggest oil spill in U.S. history](http:\/\/www.huffingtonpost.com\/news\/bp-oil-spill), the company’s CEO at the time, [Tony Hayward](http:\/\/www.telegraph.co.uk\/finance\/newsbysector\/energy\/oilandgas\/8307207\/Former-BP-boss-Tony-Hayward-in-talks-to-lead-new-oil-company.html), zoomed in on the implications for his career. He appeared preoccupied with the incident’s impact on BP’s management and, particularly, on himself. About a week after the explosion, Hayward was quoted as saying to executives in his London office, “What the hell did we do to deserve this?” Despite PR coaching, a month later he told reporters, “I’d like my life back.”","meta_canonical":null}

3. Robots.txt Check

Query:

Response:

4. Spam/Ban Check

Query:

Response:

5. Seen Status Check

ℹ️ Skipped - page is already crawled

📄

INDEXABLE

✅

CRAWLED

1 day ago

🤖

ROBOTS ALLOWED

Page Info Filters

Filter	Status	Condition	Details
HTTP status	PASS	`download_http_code = 200`	HTTP 200
Age cutoff	PASS	`download_stamp > now() - 6 MONTH`	0.1 months ago
History drop	PASS	`isNull(history_drop_reason)`	No drop reason
Spam/ban	PASS	`fh_dont_index != 1 AND ml_spam_score = 0`	ml_spam_score=0
Canonical	PASS	`meta_canonical IS NULL OR = '' OR = src_unparsed`	Not set

Page Details

Property	Value
URL	https://hbr.org/2011/03/managing-yourself-zoom-in-zoom-out
Last Crawled	2026-04-19 21:48:32 (1 day ago)
First Indexed	2014-11-15 17:27:03 (11 years ago)
HTTP Status Code	200
Meta Title	Managing Yourself: Zoom In, Zoom Out
Meta Description	Reprint: R1103K Zoom buttons on digital devices let us examine images from many viewpoints. They also provide an apt metaphor for modes of strategic thinking. Some people prefer to see things up close, others from afar. Both perspectives have virtues. But they should not be fixed positions, says Harvard Business School’s Kanter. To get a complete picture, leaders need to zoom in and zoom out. A close-in perspective is often found in relationship-intensive settings. It brings details into sharp focus and makes opportunities look large and compelling. But it can have significant downsides. Leaders who prefer to zoom in tend to create policies and systems that depend too much on politics and favors. They can focus too closely on personal status and on turf protection. And they often miss the big picture. When leaders zoom out, they can see events in context and as examples of general trends. They are able to make decisions based on principles. Yet a far-out perspective also has traps. Leaders can be so high above the fray that they don’t recognize emerging threats. Having zoomed out to examine all possible routes, they may fail to notice when the moment is right for action on one path. They may also seem too remote and aloof to their staffs. The best leaders can zoom in to examine problems and then zoom out to look for patterns and causes. They don’t divide the world into extremes—idiosyncratic or structural, situational or strategic, emotional or contextual. The point is not to choose one over the other but to learn to move across a continuum of perspectives.
Meta Canonical	null
Boilerpipe Text	Harvard Business Review Logo After an explosion on a BP oil platform in the Gulf of Mexico in April 2010 killed 11 people and caused the biggest oil spill in U.S. history , the company’s CEO at the time, Tony Hayward , zoomed in on the implications for his career. He appeared preoccupied with the incident’s impact on BP’s management and, particularly, on himself. About a week after the explosion, Hayward was quoted as saying to executives in his London office, “What the hell did we do to deserve this?” Despite PR coaching, a month later he told reporters, “I’d like my life back.”
Markdown	[SKIP TO CONTENT](https://hbr.org/2011/03/managing-yourself-zoom-in-zoom-out#main) [Decision making and problem solving](https://hbr.org/topic/subject/decision-making-and-problem-solving)\\|Managing Yourself: Zoom In, Zoom Out [Subscribe](https://hbr.org/subscriptions?ab=topbar-subtout&tpcc=houseads.site.topbar-subtout) Sign In - [Latest](https://hbr.org/the-latest) - [Magazine](https://hbr.org/magazine) - [Topics](https://hbr.org/topics) - [Podcasts](https://hbr.org/podcasts) - [Store](https://hbr.org/store) - [Reading Lists](https://hbr.org/reading-lists) - [Data & Visuals](https://hbr.org/data-visuals) - [Case Selections](https://hbr.org/case-selections) - [HBR Executive](https://hbr.org/executive) - [Latest](https://hbr.org/the-latest) - [Podcasts](https://hbr.org/podcasts) - [The Magazine](https://hbr.org/magazine) - [Store](https://hbr.org/store) - [Webinars](https://hbr.org/webinars) - [Newsletters](https://hbr.org/email-newsletters) - [All Topics](https://hbr.org/topics) - [Reading Lists](https://hbr.org/reading-lists) - [Data & Visuals](https://hbr.org/data-visuals) - [Case Selections](https://hbr.org/case-selections) - [HBR Executive](https://hbr.org/executive) - [My Library](https://hbr.org/my-library) - [Account Settings](https://hbr.org/my-library/settings) - Sign In ## Explore HBR - [Latest](https://hbr.org/the-latest) - [The Magazine](https://hbr.org/magazine) - [Podcasts](https://hbr.org/podcasts) - [Store](https://hbr.org/store) - [Webinars](https://hbr.org/webinars) - [Newsletters](https://hbr.org/email-newsletters) ## Popular Topics - [Managing Yourself](https://hbr.org/topic/managing-yourself) - [Leadership](https://hbr.org/topic/leadership) - [Strategy](https://hbr.org/topic/strategy) - [Managing Teams](https://hbr.org/topic/managing-people) - [Gender](https://hbr.org/topic/gender) - [Innovation](https://hbr.org/topic/innovation) - [Work-life Balance](https://hbr.org/topic/work-life-balance) - [All Topics](https://hbr.org/topics) ## For Subscribers - [Reading Lists](https://hbr.org/reading-lists) - [Data & Visuals](https://hbr.org/data-visuals) - [Case Selections](https://hbr.org/case-selections) - [HBR Executive](https://hbr.org/executive) - [Subscribe](https://hbr.org/subscriptions?ab=leftnav-subtout&tpcc=houseads.site.leftnav-subtout) ## My Account - [My Library](https://hbr.org/my-library) - [Topic Feeds](https://hbr.org/my-library/topics) - [Orders](https://hbr.org/my-library/orders) - [Account Settings](https://hbr.org/my-library/settings) - [Email Preferences](https://hbr.org/my-library/preferences) - Sign In [Decision making and problem solving](https://hbr.org/topic/subject/decision-making-and-problem-solving) # Managing Yourself: Zoom In, Zoom Out by [Rosabeth Moss Kanter](https://hbr.org/search?term=Rosabeth%20Moss%20Kanter) [From the Magazine (March 2011)](https://hbr.org/archive-toc/BR1103) - [![](https://hbr.org/assets-mfe-articles/_next/static/media/Twitter.da02b4c1.svg)Post](https://twitter.com/intent/tweet?&original_referer=https%3A%2F%2Fhbr.org%2F2011%2F03%2Fmanaging-yourself-zoom-in-zoom-out&ref_src=twsrc%5Etfw&related=twitterapi%2Ctwitter&tw_p=tweetbutton&url=https%3A%2F%2Fhbr.org%2F2011%2F03%2Fmanaging-yourself-zoom-in-zoom-out) - ![](https://hbr.org/assets-mfe-articles/_next/static/media/Facebook.eb68f860.svg)Post - ![](https://hbr.org/assets-mfe-articles/_next/static/media/LinkedIn.1a0f12de.svg)Share - ![](https://hbr.org/assets-mfe-articles/_next/static/media/Save.2badaa2e.svg)Save - ![](https://hbr.org/assets-mfe-articles/_next/static/media/Print.bb0a31c0.svg)Print ![](https://hbr.org/assets-mfe-articles/_next/static/media/close.b3dba8ae.svg) - [![](https://hbr.org/assets-mfe-articles/_next/static/media/Twitter.da02b4c1.svg)Post](https://twitter.com/intent/tweet?&original_referer=https%3A%2F%2Fhbr.org%2F2011%2F03%2Fmanaging-yourself-zoom-in-zoom-out&ref_src=twsrc%5Etfw&related=twitterapi%2Ctwitter&tw_p=tweetbutton&url=https%3A%2F%2Fhbr.org%2F2011%2F03%2Fmanaging-yourself-zoom-in-zoom-out) - ![](https://hbr.org/assets-mfe-articles/_next/static/media/Facebook.eb68f860.svg)Post - ![](https://hbr.org/assets-mfe-articles/_next/static/media/LinkedIn.1a0f12de.svg)Share - ![](https://hbr.org/assets-mfe-articles/_next/static/media/Save.2badaa2e.svg)Save - ![](https://hbr.org/assets-mfe-articles/_next/static/media/Print.bb0a31c0.svg)Print ![](https://hbr.org/assets-mfe-articles/_next/static/media/close.b3dba8ae.svg) After an explosion on a BP oil platform in the Gulf of Mexico in April 2010 killed 11 people and caused the [biggest oil spill in U.S. history](http://www.huffingtonpost.com/news/bp-oil-spill), the company’s CEO at the time, [Tony Hayward](http://www.telegraph.co.uk/finance/newsbysector/energy/oilandgas/8307207/Former-BP-boss-Tony-Hayward-in-talks-to-lead-new-oil-company.html), zoomed in on the implications for his career. He appeared preoccupied with the incident’s impact on BP’s management and, particularly, on himself. About a week after the explosion, Hayward was quoted as saying to executives in his London office, “What the hell did we do to deserve this?” Despite PR coaching, a month later he told reporters, “I’d like my life back.” #### Recommended For You - [![](https://hbr.org/resources/images/article_assets/2025/10/Oct25_29_3lGi0BXJ1W0-383x215.jpg)](https://hbr.org/2025/10/dont-cling-to-your-old-job-after-being-promoted?ab=at_art_art_rr_v1x4_s01) Career Transitions [Don’t Cling to Your Old Job After Being Promoted](https://hbr.org/2025/10/dont-cling-to-your-old-job-after-being-promoted?ab=at_art_art_rr_v1x4_s01) - [![](https://hbr.org/resources/images/article_assets/2023/10/Oct23_20_200193319-001-383x215.jpg)](https://hbr.org/2023/10/how-to-stop-taking-work-so-personally?ab=at_art_art_rr_v1x4_s02) Managing Yourself [How to Stop Taking Work So Personally](https://hbr.org/2023/10/how-to-stop-taking-work-so-personally?ab=at_art_art_rr_v1x4_s02) - [![](https://hbr.org/resources/images/article_assets/2014/10/Nov24_01_150653396-383x215.jpg)](https://hbr.org/2024/11/how-to-lead-when-the-future-feels-unpredictable?ab=at_art_art_rr_v1x4_s03) Organizational Culture [How to Lead When the Future Feels Unpredictable](https://hbr.org/2024/11/how-to-lead-when-the-future-feels-unpredictable?ab=at_art_art_rr_v1x4_s03) - [![](https://hbr.org/resources/images/article_assets/2023/05/wide-hbr-on-leadership.png)](https://hbr.org/podcast/2026/04/is-your-company-suffering-from-initiative-overload?ab=at_art_art_rr_v1x4_s04) Leadership [Is Your Company Suffering from Initiative Overload?](https://hbr.org/podcast/2026/04/is-your-company-suffering-from-initiative-overload?ab=at_art_art_rr_v1x4_s04)
Readable Markdown	After an explosion on a BP oil platform in the Gulf of Mexico in April 2010 killed 11 people and caused the [biggest oil spill in U.S. history](http://www.huffingtonpost.com/news/bp-oil-spill), the company’s CEO at the time, [Tony Hayward](http://www.telegraph.co.uk/finance/newsbysector/energy/oilandgas/8307207/Former-BP-boss-Tony-Hayward-in-talks-to-lead-new-oil-company.html), zoomed in on the implications for his career. He appeared preoccupied with the incident’s impact on BP’s management and, particularly, on himself. About a week after the explosion, Hayward was quoted as saying to executives in his London office, “What the hell did we do to deserve this?” Despite PR coaching, a month later he told reporters, “I’d like my life back.”
Shard	189 (laksa)
Root Hash	17785107536982452189
Unparsed URL	org,hbr!/2011/03/managing-yourself-zoom-in-zoom-out s443