Career Zone: Leadership durability in action — building teams and collaboration

This is the third article in a series on leadership durability. Find the first installment and the second installment at awwa.org.

Leadership durability starts with vision and values, but these foundations come alive through the daily practice of accountability, trust, team investment, and collaboration. This is how leaders can transform principles into organizational strength — creating the systems and relationships that help water agencies navigate transitions and thrive through generational challenges.

Build accountability and trust

Transparent, ethical leadership anchors durable organizations. Accountability starts with clear expectations: defined roles, responsibilities, and performance goals for every team member.

Leaders must own both wins and losses, showing that accountability is about learning and collective success — not blame. When employees see checks and balances, open feedback channels, and real consequences for unethical conduct, they’re empowered to hold leaders responsible.

Transparent, ethical leadership anchors durable organizations. Accountability starts with clear expectations: defined roles, responsibilities, and performance goals for every team member. Leaders must own both wins and losses, showing that accountability is about learning and collective success — not blame. When employees see checks and balances, open feedback channels, and real consequences for unethical conduct, they’re empowered to hold leaders responsible.

Trust grows when leaders communicate openly, involve employees in decisions, and tackle challenges together. This means creating regular opportunities for dialogue — whether through team meetings, one-on-ones, or anonymous feedback mechanisms. Leaders who actively listen and respond to concerns reinforce a culture where people feel valued and safe to speak up. As trust deepens, teams take more risks, drive improvements, and push through difficult periods — all essential for long-term success. The payoff is significant: Trusted leaders can guide organizations through infrastructure failures, regulatory changes, and budget constraints with teams that remain engaged and committed.

Invest in your team

People are the water sector’s backbone, yet leadership development often falls behind technical training. True investment means dedicating time and resources to mentorship, structured onboarding, and ongoing professional development. This includes creating pathways for operators to move into management, cross-training staff to build organizational knowledge, and providing access to industry conferences and certifications.

Even with limited budgets, utilities can foster growth through peer mentoring programs, in-house leadership training, and partnerships with industry associations like the American Water Works Association or state water associations. Strengthening teams also means addressing field-specific challenges: small staffs, intense regulatory pressure, and limited support. Agencies that prioritize employee well-being and growth — through competitive compensation, work-life balance, and recognition programs — see higher retention, morale, and operational stability during transitions. Pay attention to mid-level managers who may be candidates for future leadership. Build their skills and competencies to prepare them for future opportunities. By developing a “leadership bench,” agencies ensure continuity and improvement across generations, preventing knowledge loss when key personnel retire.

Encourage collaboration and engagement

Durable leadership can’t exist in isolation. Collaboration — internally and externally — lets agencies pool resources, share expertise, and implement better solutions. Water organizations succeed when they remove silos, encourage cross-departmental projects, and involve staff at all levels in shaping policies and solutions. This might mean bringing operators into planning discussions or including management in community outreach efforts.

Community engagement is particularly crucial. Through education programs, public tours, advisory committees, and social media outreach, agencies can co-design programs with stakeholders, increasing buy-in and relevance. Empowering community members and partnering with local organizations ensures initiatives reflect local priorities, making them more effective, sustainable, and aligned with your customers’ needs.

Durable leadership lives in daily practices that build trust, accountability, and collaboration. By setting clear expectations, modeling ethical conduct, and deliberately investing in team development, water agencies create resilience to handle extended timelines and workforce transitions. When leaders foster environments where employees feel valued, empowered, and connected to colleagues and community stakeholders, they build organizations that sustain effectiveness across decades. These practices make leadership durability real — ensuring agencies don’t just survive change, but  grow stronger through it.

Jennifer Persike, president/founder of Jennifer Persike & Company, is an innovative strategist and visionary leader with more than 30 years of experience with California water and energy utilities, statewide associations, nonprofits, and corporations.