Will Petty

UH 120-011
Leadership Interview

Mr. Harry Gabriel, Power Delivery General Manager for the Western Division of Alabama Power

1. What are the most important values you demonstrate as a leader?

a. Care and concern for others
b. Standing for what I believe
c. Hard work
d. Keeping my commitments
e. Being a person of integrity

2. What is the difference between a Team Leader and a Team Manager?

A team leader works to grow the team, to make it better, to look at it as a whole as they work
towards a common goal. A Team Manager organizes the work, makes assignments with the
sole purpose of accomplishing a goal or completing a task. I think the end result can be the
same, but the journey for the team members is vastly different.

3. What is your greatest strength?

Outside my belief and reliance in my faith in Jesus Christ, I would say a strong work ethic.

4. What would you consider to be your greatest weakness?

Not being a good active listener and tone of voice when responding can sometimes come
across as harsh.

5. How do you get others to accept your ideas?

I typically use collaboration in order to build consensus. In that approach, I have to use facts to
support my idea and I try to make a compelling argument for long term gains as opposed to a
short-term quick fix.

6. How would you go about praising a team member in public?

First, I would want to make sure that the team member would want public recognition. If he or
she did, I would explain what action or accomplishment was made and then I ask them to stand
or come to the front of the room in a group setting or send an email and copy the appropriate
persons to acknowledge the recognition.

7. How often do you feel it is necessary to meet with your team?

I formally meet with my team on a monthly basis for a staff meeting. I may meet with individuals
on my team on an as-needed basis, depending on the situation. For example, if we have the
potential for severe weather, then I would pull the appropriate persons together for a planning
meeting. This could be done face-to-face or over the phone.

8. Describe a time you took a leadership position when you did not have the title of a leader?
One of our goals is to reduce the use of a certain transmission voltage. We have a planning
group that has purview for this asset. I pulled a local team together to evaluate our system in
order to make recommendations for improvement or retirement of those assets. I shared this
with the planning group as well as my peers. I later met with the planning group to discuss our
ideas and some of them have been incorporated into our future capital budget.

9. How do you go about getting cohesion among a team who disagree?

Have open and honest dialog to uncover the real issue; help individuals see the issue from each
other’s perspective; and try to work toward understanding. Sometimes not everyone will agree,
but if there is at least understanding on the issue and we have reached a place where we can
move forward, then that is okay. If there are barriers that can be identified and overcome, then
work together as a team to go through those issues.

10. What sort of leader would your team say you are?
Honest, forthright, will follow through on commitments, high standards, and enjoys working
together.

11. How do you motivate your team?

Lead by example, seek their input, draw upon their experiences, allow them to lead their own
teams, and trust them.

12. What is the most difficult part of being a leader?

Delivering honest feedback in order to change unwanted behavior.

13. What motivates you to be a leader?

I believe it is something that I have been called to do. I like looking forward, setting a goal, and
helping the team work toward achieving that goal. Developing others to see them reach their
potential. Being a part of decisions that help set the direction for now and the future.

14. What do you believe is a leader's best asset?

Knowing why they do what they do.

15. How do you lead through change?

Over communicate the why’s; allow team members to voice concerns or frustrations; don’t blow
these issues away or make light of them; follow up with any questions raised and ask for
feedback as we work through the change. If we can make the change process better or make
small course corrections without losing focus on the goal, then do that.