One of the most misunderstood words in Washington, D.C., is “leadership.” Often, what someone labels “good” or “bad” leadership is based on whether he or she approves of the decisions being made. I have had the privilege of meeting generals, presidents, kings and queens, but my understanding of leadership was formed early in life by the mentors and family who shaped my worldview.
My parents were incredible role models. Neither of them had more than a high school education, but they showed me the meaning of partnership and the value of hard work as they provided a loving home for me and my three brothers. All of us would go on to graduate from college—a testament to their commitment and shared vision of a brighter future for each of us.
Another significant role model of mine was Jack Luttrell, who ran the law firm in Norman, Oklahoma, that I joined after serving as an assistant attorney general and completing my fellowship at the University of Edinburgh. Jack’s accomplishments as an attorney are too numerous to recount, but they included being president of the Oklahoma Bar Association. During World War II and the Korean War, Jack left the firm to serve in the U.S. Navy. A Rhodes scholar, Jack was honorable, conscientious, hardworking and disciplined. And although he had to navigate many thorny situations, I never heard him raise his voice or use profanity. I always had the sense that he had a compass within him that guided his actions and drove him to stand for something greater than himself. I carried the lessons from all of these teachers when I embarked on my career in public service.
As I look around our nation’s capital and travel the world representing American Gas Association members, I often ask myself: Who are our role models today?
We seem to have lowered our standards for acceptable behavior by those in the public eye, and yet we still read so many headlines about individuals who have fallen short of our expectations by abusing their position of prominence or squandering public trust. I always say that leaders are those who have their gaze locked on the horizon and are thinking strategically about how to get their organizations there. Good leaders encourage people to lend themselves to a common cause and demonstrate their commitment to shared goals through their words and actions.
I have seen natural gas utilities and their executives show tremendous leadership over the past eight years. On issue after issue, I have witnessed AGA member companies going above and beyond regulations or simple due diligence to establish best practices that benefit our entire industry and the customers we serve. This level of excellence has become customary in our sector as we continue to raise the bar for safety and security, customer service and engagement in our communities.
This exceptional strategic vision has been on full display as our companies have cultivated a 21st-century workforce. Our personnel development efforts spring from two needs: The first is the coming workforce shortage in the utility industry resulting from the impending—and well-deserved—retirements of many of our friends and colleagues, a featured subject in these pages. The second is the ongoing development of a workforce in which everyone is appreciated and respected for their experiences, values and perspectives. This type of engagement makes our companies stronger and our service better and has helped us hire, develop and retain the type of talent necessary to deliver essential energy today and into the future. In this issue of American Gas, we examine the new dynamics around millennials in the workforce and how AGA members are attracting the best and brightest employees.
I think often about the world I am leaving for my grandchildren and the role models available for them. As we cast our eyes toward a brighter future, I think it is incumbent upon us to set the standard—to be a worthy example. To step forward in a time of need—that is the true meaning of leadership.
President and CEO