Wabash Valley Power Alliance

Build People Alongside the Systems

Throughout my career, I have learned that successful technology projects are about more than implementing new systems. They are about the people who build, support and use them.

At Wabash Valley Power Alliance, we have worked on major initiatives involving enterprise applications, operational technology, data modernization and artificial intelligence. While delivering these projects is important, I have always believed that developing the people responsible for them is just as important.

I encourage my team to pursue certifications, attend conferences, participate in training and take on new responsibilities. Even during a busy year, they have continued investing in themselves while delivering results.

When people have opportunities to grow, they gain confidence, bring new ideas forward and become better prepared to support the organization as its needs change.

See Potential Before They See It

I start by getting to know people. I want to understand what interests them, what they enjoy doing and where they see themselves going in their careers.

Not everyone wants the same career path and I do not believe professional development should look the same for everyone.

Sometimes I recognize strengths or potential that someone may not see in themselves. When that happens, I try to encourage them to explore those abilities through training, new responsibilities, or opportunities to work on different projects.

I also believe in giving people room to learn. They need opportunities to make decisions, solve problems and build confidence without feeling that every decision is being made for them.

Something that seems small to us as leaders, such as an encouraging conversation or an opportunity to try something new, can make a tremendous difference in someone's career.

Help People Understand the ‘Why’

I believe people are more willing to embrace change when they understand why it is happening and how it will affect their work.

One of the biggest mistakes organizations make is focusing so heavily on implementing a solution that they overlook the people who will have to use and support it.

I try to involve employees early, encourage questions, provide training and give them opportunities to contribute their ideas. People are more likely to support a change when they feel included rather than having something handed to them without explanation.

“I start by getting to know people. I want to understand what interests them, what they enjoy doing and where they see themselves going in their careers.”

It is also important to recognize that everyone adapts at a different pace. Some employees are excited about new technology, while others need more time and support.

As leaders, our responsibility is to help people build the confidence and skills they need to move forward.

Build Confidence Alongside Governance

AI offers exciting opportunities for utilities, but I believe we need to be thoughtful about how we introduce it.

At Wabash Valley Power Alliance, our work involving data modernization and artificial intelligence has reinforced the importance of having reliable data, clear responsibilities and appropriate safeguards in place.

However, governance alone is not enough. Employees also need to understand what artificial intelligence is, how it may affect their work and how to use it responsibly.

That is one reason we have conducted an organization-wide artificial intelligence awareness and usage survey. We want to understand how employees use artificial intelligence, what concerns they may have and where additional education and training would be helpful.

I do not believe organizations should focus only on what artificial intelligence can do. We also need to ask how we are preparing our employees to work with it.

Technology will continue to change. Investing in people helps organizations prepare for those changes rather than simply react to them.

Wisdom from Experience

My advice is to remember that leadership is about more than your own accomplishments.

Early in our careers, we are often measured by what we personally deliver. As leaders, we have a responsibility to think beyond our individual contributions and focus on helping others succeed.

Get to know your employees. Listen to their ideas. Encourage their interests. Give them opportunities to learn, take ownership and grow.

And when they succeed, make sure they receive the recognition they have earned.

I also believe leaders need to continue investing in their own development. I am still learning, pursuing new experiences and looking for ways to become a better leader.

Some of the most rewarding moments in my career have not been project milestones. They have been watching people accomplish things they once were not sure they could do.

My leadership philosophy is simple: Build People. Build Trust. Build Solutions.

When we invest in people and build trust, we are in a much better position to deliver solutions that make a lasting difference.