Last week, the Executive Leadership Program: Cultivating High-Performing Teams and Cultures, in partnership with Heidrick & Struggles, hosted its third session at Weatherford in Houston. The quarterly interactive program equips individuals with the tools and skills for future corporate leadership roles. The session opened with an overview of program expectations and upcoming events for participants to look forward to.
Leadership Is a Practice, Not a Title
The session opened with a simple but powerful message: leadership is not a position; it is an intentional practice. Every leader casts a “shadow,” reflecting the impact of their words, actions, and decisions. How leaders respond to pressure, communicate, make decisions, and hold others accountable sets the tone and example for their teams, whether intentional or not. As one participant noted, “This is something leaders really need to be aware of because it can truly impact an entire team or organization.”
The facilitators walked the cohort through ways great leaders lead, such as consistently communicating the “why,” asking hard questions, confirming understanding, and creating clarity. The group discussed the importance of knowing when to step back from execution and delegate, as well as how to balance business results with trust, dignity, and genuine care for people.
Culture Is Built, Not Declared
The group then explored the role of organizational culture and discussed its importance to overall business success. The session emphasized aligning purpose, strategy, values, and behaviors so culture shows up in action, not just language. The group agreed culture is experienced and measured most directly at the front line.
Participants talked through how change events such as acquisitions, leadership transitions, ownership changes, strategy shifts, and major system rollouts can put real stress on culture. They agreed that getting through them requires trusted leaders, consistency, accountability, and validation across the organization. “Communication and transparency during change are critical,” one participant noted.
People Practices Have to Keep Pace
The conversation also turned to the practical side of workforce management. Job descriptions need to evolve alongside changing responsibilities and skills, while still recognizing the experience employees have accumulated. When job responsibilities, compensation, and actual skills fall out of alignment, recruiting and retention suffer.
Employee surveys were highlighted as a genuine opportunity but only when leaders review results openly, identify focused priorities, communicate action plans, and follow through. Culture and engagement initiatives are most effective when they stay tied to real business outcomes rather than existing as standalone efforts.
Leadership Doesn’t Stop at the Office Door
One of the most meaningful parts of the session focused on values-based leadership beyond the workplace. Leaders joined candid conversations about the values and priorities that shape their lives, including family, faith, health, humility, patience, and self-control. The discussion also highlighted the importance of setting intentional boundaries and making time for what matters most, such as prioritizing family time amid leadership demands.
The session’s guest speaker, Jesus Terrones, CEO of Tally Energy Services, shared perspectives on leadership, purpose, and what it means to become a better leader.
Energy Workforce is preparing for upcoming programs in 2027, offering 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.
