Energy Workforce, in partnership with Heidrick & Struggles, held the third session of the yearlong Executive Leadership Program: Integrated Leadership last week. The program equips participants with the skills and tools to effectively lead their teams and become intentional leaders.
This latest session moved from concept to practice, challenging participants to apply core leadership principles to one of the hardest tests any leader faces: driving organizational change.
Leadership Is Influence, Not Just Management
The session opened by revisiting a foundational distinction: management builds reliable systems and processes, while leadership is fundamentally about influencing people. Participants connected this idea back to concepts explored earlier in the program, reinforcing how each shapes the way teams and organizations respond to their leaders.
Meeting People Where They Are
Drawing on real coaching and mentoring experiences, participants discussed how effective leadership requires adapting communication style to the individual and situation. Intentional listening, recognizing what drives a person’s behavior, sharpening situational awareness, and transferring knowledge across experience levels emerged as recurring priorities. One participant shared, “Leadership looks different depending on the person and the situation. Being able to adapt how you communicate and listen is a critical part of leading effectively.”
Putting It to the Test: The Change Simulation
The facilitators then led the cohort through an interactive rapid change model designed to simulate the steps and challenges taken during an organizational change. In breakout sessions, participants applied the model in real time and later reflected on their experiences. The exercise challenged teams to approach collaboration from a new perspective and to carry that mindset back into their business practices. Key takeaways from the discussion included the importance of buy-in and the critical role relationships carry within an organization. The group discussed why individuals resist change and how difficult it can be to influence change without building relationships. One participant noted, “When people resist change, the answer isn’t always to immediately fix the resistance. Sometimes leaders need to understand what’s behind it first.”
The session reinforced a central theme of the Executive Leadership Program: sustainable change doesn’t come from positional authority; it comes from leaders who can build trust, adapt to their audience, and earn commitment one relationship at a time.
Energy Workforce is preparing for upcoming programs in 2027, offering even more participants the opportunity to lead their teams effectively and become intentional leaders.
For more information about the yearlong Executive Leadership Program, contact Vice President, Programs & Events Peggy Helfert.
Peggy Helfert, Vice President, Programs & Events, writes about the Energy Workforce’s sector-specific best practices and leadership. Click here to subscribe to the Energy Workforce newsletter, which highlights sector-specific issues, best practices, activities and more.
