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The challenges currently facing the leaders and leadership teams of public utilities are not unique to only this generation. Other generations of leadership teams have had to deal with similar challenges. What does appear different, however, is that many of today's utility challenges are reaching the point of “critical mass” and the timeframe needed to meet these challenges is rapidly becoming more constrained. This timeframe limitation is and will continue to place significant demands on leader and leadership team resources to not only continue to “run the business” but also to “change the business” via efficient utilization of “change” and “innovation” skill sets.

This paper is targeted at leaders and leadership teams of public utilities and is intended to generate thought and discussion regarding “Mirror of Clarity” leadership principles that have been time tested and proven to be effective during periods of significant change and innovation. The paper begins by addressing the evolution of the public utility business environment and discusses the changes in focus, concern, and response used to meet the accompanying challenges and also the increasing complexity faced by leaders and leaderships teams as the evolution has progressed. The paper then explores a leadership framework based on “Mirror of Clarity” principles used by other successful leaders and leadership teams when faced with a business environment which demanded a focus toward change, a concern associated with renewal, and response that must include innovation.

Document Type: Research Article


Publication date: January 1, 2006

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  • Proceedings of the Water Environment Federation is an archive of papers published in the proceedings of the annual Water Environment Federation® Technical Exhibition and Conference (WEFTEC® ) and specialty conferences held since the year 2000. These proceedings are not peer reviewed.

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