Victor Wright Helps Create a Culture of Care at Baker Hughes

When reflecting on what Victor Wright’s legacy will be by the end of his decorated career, there’s no shortage of possible answers.

One might conclude that he was a protector and an advocate, designations he earned in the US Air Force as a prosecutor, criminal defense, labor and employment, environmental, and contract law attorney. Judging from his private practice and in-house roles, others might say that he was a thought leader who helped clients navigate their most complex employment-related issues by balancing legal advice with insights that created cultures of care.

If you ask the leader himself, two titles fit: public servant and a supportive leader.

“Over time, you learn that it isn’t about you and its more about the greater cause you’re a part of. You have to be humble, learn about teamwork, self-awareness, and that taking care of your team is important,” he says. “If you take care of others, they will support you and follow you to the ends of the earth. A mentor once told me that when you create a culture of truth and care among your team, people will follow you even if it’s just out of curiosity.”

After leveraging that perspective at KBR Inc., Wright brought it to Baker Hughes as vice president of labor and employment law. He stepped into the role at a pivotal time, when the company was in the middle of  large-scale global transformation. For years, it had taken steps to lead in the energy transition and to become more of an energy technology company through key acquisitions. That kind of change brought its fair share of complex HR and employment law issues. It necessitated a leader like Wright to lead a global team of lawyers and paralegals spread out across several geographic regions with legal oversight responsibilities for employees located in more than 120 countries.

When he began his tenure at the company, he knew the organization’s energy transition goals would be paved with strong relationships and mutual confidence and trust between him and his business partners. That’s why he filled his days with virtual coffee meetings, in-person lunches, and face-to-face listening sessions. He wanted to understand the needs of the organization and how he could play a role in addressing them.

“It was really important that I came in and established myself as someone who was not overly conservative, who had the right legal risk and business mindset, and who could prioritize helping the business meet its goals,” he says.

Safe to say his approach paid off. First, senior leadership entrusted him with the responsibility of leading and developing a labor and employee relations center of excellence, while most companies would normally just report to HR. Then, he was selected to be the global enterprise leader for Baker Hughes’s veterans employee resource group. Building on those responsibilities, he has started working closely with the company’s chief diversity officer to reevaluate and reaffirm diversity, equity, and inclusion (DEI) commitments in the aftermath of the US Supreme Court’s recent decision.

Additionally, has gotten a chance to play a role in shaping company culture, influencing leaders on how they value their employees.

“I’ve tried to make sure we’re living up to our values. One way has been telling folks about the consequences of not creating a culture of empathy and of caring about people,” he says. “It leads to disputes and harmful employee relations issues that comes from that. It behooves us not just because of the business implications but because employees are more productive when they’re cared for.”

That perspective has become even more critical as the organization is streamlining and optimizing its business operations.

Aspiring leaders should also set goals and be willing to put in the work to meet them, Wright advises. “What are you willing to become? Be willing to put in the work, stay humble, and treat people with dignity and respect along the way” Wright says.

Such young leaders should also realize that they can’t make it on their own. “My advice is to build meaningful and impactful relationships [and] have good mentors and sponsors that are invested in you, and when you have that, never forget that you also have an obligation to invest in the aspiring leaders coming behind you,” Wright says.

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