The ways to define leadership are as varied as the examples of leaders within and beyond our industry. It is cliched to affirm many of the platitudes about leaders and leadership, and yet, there is a reason these get repeated and sought after – because across the many roles we each hold, we all lead in some ways, and look to develop our leadership in others.
We also all know how it feels to be led, versus “managed.” The latter term can often have a more negative connotation, at least when it comes to talking about managing people (versus projects), indicating that when people describe a manager, they might be describing someone with a lack of leadership.
This issue of Public Power Magazine addresses several facets of leadership – from the thought leaders inside our industry and out to what it means to be a leading utility in customer service and a quick rundown on what traits make for top leaders in public power. It also offers a chance to celebrate some of the outstanding leaders across public power. A common theme across many of the pieces is the challenge of handling the significant changes ahead for public power – whether in electrification, resilience, security, or the workforce.
Whether hearing from a long-time public power veteran or those who are newer to the sector, it is clear that the strong mission and values of community-owned utilities are core to continuing to attract and retain the leaders we will need to tackle these challenges. We hope you will reflect on the variety of perspectives offered throughout the issue, and where the advice resonates for you and your organization. We also recognize that some perspectives likely won’t – and would welcome your added perspective on what it takes to be a public power leader today.
Another theme you’ll hopefully recognize throughout is the many ways that line crews must display and interact with leadership – including in the fictional story from a retired lineworker. There are countless examples, including from this publication, where our language has inadvertently sent the message that lineworkers are distinct from leadership, for example, in sharing quotes alluding to “everyone from line crews to management” as a stand-in for stating “all levels of an organization.” Words matter, and perhaps one takeaway can be to recognize how and if you use any similar language, and if that resonates with the leader you aspire to be.
We at the American Public Power Association know you are proud of the many ways that the public power model inspires and exhibits leadership – and we look forward to helping you foster leadership in whatever form it takes.
