Management & Leadership

Recharging Employees

How to make sustainable performance improvements at any utility.

Sustained performance improvement is often a difficult objective to achieve in a large company. Many such attempts involve various cross-functional initiatives that leave companies with unfinished projects, lower morale and disappointing results. Commonwealth Edison (ComEd) has found that the key to sustained performance improvement is the establishment of a cadre of high-potential managers to address company-wide initiatives full-time.

Strategic Leadership

Get ready for fundamental changes.

In almost all business and non-profit environments, change is occurring at an accelerating pace. In the electric industry—which used to be stable—we are seeing major changes too. Utilities face growing ambiguity as well as increasing paces of change, uncertainty and complexity. As Irene Sanders stated in Strategic Thinking and the New Science, “[t]hat the future will be different from today is given. What we struggle with is our desire to know how it will be different and what we can do to influence it.”1

CEOs on Change

Utilities adapt to a shifting landscape.

The U.S. utility landscape is more dynamic and uncertain than it’s been since Thomas Edison and George Westinghouse waged their infamous war over alternating current—and the results might be just as fundamental to the industry’s future.

Letters to the Editor

Ken Glozer, President, OMB Professionals Inc.: “The Geopolitics of the Grid” was well done. I enjoyed reading it. Regarding the paragraph raising questions about why there are major disparities in retail electric rates from one region of the country to another, one major contributing reason is archaic and unfair federal subsidies.

Anonymous: “Gravy Train” articulately summarized the emerging tension between utility executive compensation and “return to basics” corporate strategies.

The CEO Forum: The Ultimate CEOs: David L. Sokol

Chairman and CEO, MidAmerican Energy Holdings Co.

“Leadership is the recognition that we are fiduciaries of the customer’s dollars and we have to be as efficient as we possibly can be because it is their money and not ours.”

The CEO Forum: The Ultimate CEOs: J. Wayne Leonard

CEO, Entergy

“I think it is my job as a leader to make sure that our values are always lived up to even when [they] conflict necessarily with our vision. That is what people look for at the end of the day. A leader’s role above all else is to make sure the truth is respected.”

The CEO Forum: The Ultimate CEOs: Jeff Sterba

Chairman, President, and CEO, PNM Resources

“Any leader who thinks their job is only about articulating a grand vision is sadly mistaken. Success is 20 percent planning, 60 percent execution, and 20 percent luck.”

The CEO Forum: The Ultimate CEOs

What is leadership?

Fortnightly speaks to five CEOs who exemplify industry leadership: David L. Sokol, MidAmerican Energy Holdings Co.; Peter A. Darbee, PG&E Corp.; Jeff Sterba, PNM Resources; Peggy Fowler, Portland General Electric; and J. Wayne Leonard, Entergy.