Vanessa Hansen
Preparing Teams for the Unexpected
High performance in grid operations starts with reliability. A high-performing team consistently maintains system reliability, manages risk effectively, and responds to changing conditions with confidence and professionalism. The true measure of performance is not simply how people perform when conditions are normal, but how they respond when the unexpected occurs.
In utility operations, success depends on a combination of technical expertise, situational awareness, communication, and teamwork. Operators must be able to process large amounts of information, evaluate competing priorities, and make sound decisions in real time. High-performing teams understand their roles, trust one another, and remain focused on the bigger picture of serving customers safely and reliably.
Creating the Trust to Act Decisively
Trust is built long before a major event occurs. It comes from consistent, honest communication, shared experiences, and creating an environment where people are encouraged to speak up, ask questions, and learn from mistakes.
I believe accountability works best when it is paired with support. Team members need to understand expectations, but they also need to know their leaders are invested in their success. In high-pressure environments, people are more likely to perform at their best when they know they are trusted and supported.
One of the most important lessons I have learned is that leadership is ultimately about people. Technology, processes, and tools are critical, but people determine how effectively those resources are utilized.
In grid operations, dispatchers and system operators are often required to make critical decisions in a matter of seconds. They cannot make confident, decisive choices if they are concerned about being second-guessed for every decision or unfairly criticized when conditions change. When operators feel supported, they are more willing to exercise sound judgment, communicate concerns, and take appropriate action when time is of the essence. Hesitation during rapidly evolving system events can allow small issues to escalate into larger reliability challenges. Strong leaders create an environment where operators can act decisively, knowing they will be held accountable for their decisions while also receiving the support needed to manage complex and dynamic situations effectively, reducing operational risk.
Preparing for Decisions under Pressure
Rapidly changing conditions are a reality in utility operations. During those moments, decision-making must be grounded in preparation, process, and experience.
I encourage operators to focus on what they know, validate critical information, and avoid making assumptions. Established procedures, operating guides, and training provide an essential framework, but leaders must also recognize that every event is unique. Strong decision-makers understand the intent behind procedures and can adapt appropriately as conditions evolve.
I have found that effective decisions are rarely made in isolation. Leveraging the expertise of operators, engineers, field personnel, and neighboring entities helps create a more complete understanding of the situation. Good leaders gather information quickly, evaluate risks, and make timely decisions while remaining willing to adjust as new information becomes available.
Leading People through Change and Challenge
One of the most important lessons I have learned is that leadership is ultimately about people. Technology, processes, and tools are critical, but people determine how effectively those resources are utilized.
I have also learned that calm and steady leadership has a significant impact during challenging situations. Teams often take cues from their leaders. When leaders communicate clearly, remain composed, and focus on solutions, it helps the entire organization respond more effectively.
Another lesson is that continuous improvement should never stop. The utility industry is constantly evolving, and organizations must be willing to learn from events, adapt processes, and invest in developing their people. The strongest teams are those that embrace learning and continuously look for ways to improve operational performance.
Developing the Skills behind Strong Utility Leadership
First, develop a strong technical foundation. Credibility is important in utility operations, and leaders benefit from understanding the challenges their teams face every day.
Second, invest in communication skills. The ability to explain complex issues, build relationships, and align people around a common objective becomes increasingly important as leadership responsibilities grow.
Finally, never stop learning. Seek opportunities to broaden your experience, work with different disciplines, and understand how the entire organization operates. Some of the best leaders are those who can connect technical expertise with business objectives and help their teams understand how their work contributes to the larger mission.
Leadership in critical utility operations is not about having all the answers. It is about creating an environment where talented people can perform at their best, make sound decisions, and work together to serve the communities that depend on them every day reliably.
