Leadership Begins in the Field
Leadership is not something that begins when you receive a title. For me, it began in the field.
Working in the utility and damage-prevention industry gave me an understanding of what the job truly requires. It taught me about responsibility, safety, attention to detail, time management, and the importance of doing the job correctly, even when no one is standing over your shoulder.
Those early experiences became the foundation for the way I lead today.
Learning From the Field
Working in the field gives you a perspective that cannot always be learned in a classroom or management office. You experience the pressure of deadlines, changing conditions, customer expectations, safety concerns, and the responsibility that comes with protecting underground infrastructure.
In utility locating, a small mistake can have major consequences. Accuracy matters. Communication matters. Following procedures matters.
That environment taught me early that consistency and accountability are essential.
It also taught me to respect the people doing the work every day. As I moved into leadership, I never wanted to forget what it felt like to be the person receiving the assignment, working through difficult conditions, and being expected to produce quality results.
That perspective continues to influence how I manage people today.
Making the Transition Into Leadership
Moving from the field into management required a different way of thinking.
As an employee, much of your attention is focused on your individual responsibilities. As a leader, your responsibility becomes much larger. Your performance is no longer measured only by what you accomplish personally. It is also measured by how well your team performs.
That transition taught me that leadership is not about having authority over people. It is about creating an environment where people can succeed.
A leader has to communicate expectations clearly, hold people accountable, recognize good performance, address problems, and help employees develop.
Sometimes leadership means making difficult decisions. Other times, it means taking the time to listen to someone who needs direction.
The goal is always the same: help the team become better.
Accountability Starts With the Leader
One of the values I believe in most strongly is accountability.
It is easy to hold employees accountable when something goes wrong. Strong leadership also requires looking at yourself and asking what you could have done differently.
Was the expectation clear?
Did the employee receive the proper training?
Was communication consistent?
Could the process have been better?
I believe leaders have to hold themselves to the same standards they expect from their teams.
When something goes well, the team deserves recognition. When something goes wrong, leadership has to be willing to take responsibility and work toward a solution.
That mindset builds trust.
And without trust, it is difficult to build a strong team.
Managing Time and Priorities
One of the most important lessons I have learned throughout my career is the value of time management.
The higher you move in leadership, the more responsibilities compete for your attention. There will always be emails, phone calls, meetings, operational issues, employee concerns, deadlines, and unexpected problems.
Being busy does not automatically mean you are being productive.
I have learned to identify what requires immediate attention, what can be delegated, and what will have the greatest impact on the operation.
Good time management allows a leader to stay proactive instead of constantly reacting.
It also makes it possible to remain available to the people who depend on you.
Everyone receives the same 24 hours each day. How those hours are managed can make a major difference in performance, leadership, and personal growth.
Developing People, Not Just Managing Work
One of the most rewarding parts of leadership is seeing people develop.
Everyone has different strengths, weaknesses, personalities, and motivations. Good leadership requires understanding those differences.
Some employees need more direction. Others need an opportunity to prove themselves. Some need confidence. Others need accountability.
I believe part of my responsibility as a leader is helping people recognize what they are capable of becoming.
The goal should never be to keep good employees in the same position forever.
Strong leaders develop other leaders.
If someone on my team wants more responsibility, I want to help them understand what will be required to earn it.
If someone is struggling, I want to identify the reason and determine whether coaching, training, or accountability can help them improve.
When employees grow, the entire organization becomes stronger.
Staying Open to Growth
Another lesson my career has taught me is never to become too comfortable.
Industries change. Technology changes. Expectations change.
Leaders have to continue learning.
I have made continuous education an important part of my own development because I believe the skills that made someone successful yesterday may not be enough to keep them successful tomorrow.
Technology is becoming increasingly important in utility operations and infrastructure. Areas such as data, mapping, cybersecurity, automation, and improved communication systems will continue to influence how companies operate.
I want to understand those changes rather than simply react to them.
For me, professional growth means constantly adding new skills and finding ways to connect what I learn to the work I already do.
Remembering Where You Started
As responsibilities increase, I believe it is important to remember where you came from.
I never want leadership to create a disconnect between me and the people performing the work.
The field taught me many of the lessons that now guide my decisions as a manager.
It taught me that employees want clear expectations.
They want leaders who are consistent.
They want to know that good work is recognized.
And they want to know that when they raise a legitimate concern, someone will listen.
Having field experience helps me understand those expectations because I have been on the other side of that conversation.
Advice for the Next Generation
For young men entering the utility and damage-prevention industry, my advice would be simple: take your reputation seriously.
Show up on time.
Stay coachable.
Learn everything you can.
Ask questions.
Pay attention to the details.
Take safety seriously.
Accept responsibility when you make a mistake, and learn from it.
Most importantly, do not limit yourself to the position you currently hold.
Someone may enter the industry simply looking for a job. Over time, that job can become a career. That career can lead to management, leadership, entrepreneurship, or opportunities you may not even know exist yet.
But opportunities usually come after you have demonstrated that you can be trusted with responsibility.
Build that reputation first.
Leadership Is a Continuing Journey
I do not believe leadership is a destination.
Receiving a management title does not mean you have finished developing. If anything, it creates a greater responsibility to continue improving.
There will always be another challenge, another lesson, another person to develop, and another opportunity to become better.
When I look at my journey from the field to leadership, I see more than career progression.
I see lessons learned through experience.
I see mistakes that helped me improve.
I see people who challenged me to become better.
And I see opportunities to use what I have learned to help others move forward.
Success, to me, is not simply about how far you climb.
It is about what you learn along the way, how many people you help develop, and what kind of impact you leave behind.
I started in the field learning how to do the work.
Today, one of my greatest responsibilities is helping others succeed at it.
And that may be one of the most important lessons leadership has taught me:
Your greatest accomplishment as a leader is not simply what you achieve yourself, but what you help others become.
