Leadership That Doesn’t Shout
When people think of leadership, they often imagine someone at a podium, commanding a room, delivering bold messages and rousing speeches. That’s one kind of leadership—but it’s not the only kind. And in my experience, it’s not the kind that keeps the lights on or the water flowing.
In the world of utilities—where public trust, operational reliability, and technical complexity collide—the most effective leadership is often quiet. It’s steady, grounded, and rooted in listening more than speaking. As someone who has spent decades leading technology teams in electric and water utilities, I’ve learned that successful transformation doesn’t come from grand gestures. It comes from building trust, empowering others, and staying calm when everything around you is moving fast.
The Weight of Responsibility
Leading IT and cybersecurity in a utility isn’t like working in a typical corporate setting. You’re not just managing servers and systems—you’re safeguarding critical services for entire communities. A mistake can mean outages, safety risks, or loss of public confidence.
That weight is something I’ve never taken lightly. Whether at ERCOT, EPB of Chattanooga, or Austin Water, I’ve always believed in leading with humility. People expect leaders in our field to be decisive, and we should be. But they also need us to be thoughtful, measured, and available—especially during a crisis.
Quiet leadership doesn’t mean being passive. It means showing up with clarity and confidence, even when there’s pressure to react loudly or quickly. It’s about knowing when to speak, when to listen, and when to let your team step into the spotlight.
Trust Is the Real Infrastructure
You can invest in all the best technology in the world—cloud platforms, smart grids, real-time analytics—but if your team doesn’t trust you, it won’t matter. Trust is the foundation of any successful organization, especially in high-stakes environments like utilities.
As a CIO, I’ve always tried to lead by example: show up on time, admit when I don’t know something, and follow through on commitments. That kind of consistency builds confidence. It tells your team that you’ve got their back—even when things go sideways.
I’ve also made it a point to involve the people closest to the work in decision-making. Field operators, network engineers, customer service reps—they often have the clearest view of what’s working and what’s not. Listening to them isn’t just polite—it’s smart leadership.
Leading Through Disruption
Digital transformation in the utility space isn’t easy. You’re often dealing with legacy systems, tight budgets, regulatory oversight, and operational teams who are (rightly) focused on safety and reliability over experimentation.
When I’ve led major tech upgrades—like helping build one of the first fully automated electric grids at EPB or deploying predictive analytics at Austin Water—it wasn’t just about the systems. It was about guiding people through change. And people don’t resist change because they’re stubborn—they resist it because they’re uncertain.
That’s where soft skills become your most powerful tools. Empathy, patience, clarity—these are the things that help people move forward. I’ve spent hours walking through substations with operators, talking through data visualizations with engineers, and reassuring frontline teams that new tech won’t make them obsolete. That kind of presence matters.
Listening Is a Leadership Skill
One of the most underrated leadership skills is the ability to truly listen. I don’t just mean hearing words—I mean understanding what people are trying to say, even when they’re not saying it directly.
Over the years, I’ve learned that behind every technical concern is often a deeper worry: about job security, mission drift, or cultural change. If you can tune into those concerns and respond with honesty and care, you’ll build alignment far more effectively than if you just push a plan through.
Quiet leadership means asking good questions and being comfortable with silence. It means giving people space to think, speak, and feel heard. In my experience, that builds stronger teams and better outcomes—every time.
Making Space for Others to Lead
One of the most fulfilling parts of my career has been watching others grow into leadership roles. I’ve always believed that part of my job is to create space for others to lead—to delegate authority, not just tasks.
In utilities, where succession planning and institutional knowledge are critical, growing leaders from within is essential. It ensures continuity, builds morale, and strengthens the organization from the inside out.
I’ve seen team members go from hesitant contributors to confident leaders because someone gave them trust and opportunity. That’s the kind of leadership legacy I care most about—not what I did, but what I helped others do.
Staying Grounded in Service
At the end of the day, utility work is public service. Whether we’re dealing with a new cybersecurity protocol or a citywide infrastructure upgrade, our job is to serve people—quietly, consistently, and with integrity.
That’s what quiet leadership is really about. It’s not about drawing attention to yourself. It’s about staying grounded, guiding others, and keeping the mission front and center.
I’ve never needed a spotlight to feel successful. Seeing my team thrive, watching systems perform under pressure, and knowing that communities are safer and stronger because of our work—that’s more than enough.