When David Naylor turned CEO of Rayburn Electrical Cooperative, the group had simply 22 staff and a deeply conventional construction typical of many utilities—particularly electrical cooperatives. Right now, Rayburn’s workforce has grown to over 100, its processes are digitized and its tradition is marked by empowerment, innovation and a robust sense of objective.
On the coronary heart of this transformation? A easy however highly effective mantra: “Established order will not be firm coverage.”
Beneath Naylor’s management, Rayburn dismantled standard hierarchies and fostered a flat organizational mannequin that empowers staff in any respect ranges to steer, contribute and develop. “Fewer partitions and extra bridges,” Naylor says. “Staff members are making good selections as a result of they perceive the mission and know they’re trusted to implement it at each stage.”
This shift wasn’t simply philosophical—it was operational. Workers have been inspired to query entrenched practices, similar to billing through Excel spreadsheet, and as a substitute design smarter programs. Additionally they needed to be introduced alongside as processes have been automated and job descriptions modified. “We needed to encourage those who look, simply since you’re not doing what you probably did yesterday, doesn’t imply that there’s not a spot for you right here at Rayburn,” says Naylor, who provides that 30 % of the corporate’s staff are working in jobs that they weren’t employed to do. “It’s about discovering the proper match, the proper alternatives, after which we don’t hesitate to maneuver folks.”
The transformation additionally meant welcoming worker enter at each stage. Naylor noticed the ripple results of shared possession: As people turned extra invested, collaboration elevated and friction diminished. “That forces the general group to maneuver ahead and enhance as nicely,” he says. The result’s a crew not solely aligned on objectives, but additionally energized by the chance to form how these objectives are achieved.
Decentralization With out Disengagement
Empowering workers hasn’t meant abdicating management, and Naylor makes clear that decentralization is about belief, not chaos. “Workers do perceive that Rayburn’s not a democracy. There are specific areas the place I’ve to make the decision,” he says, “however I can’t have my palms in each single factor.”
By fostering readability and accountability, Rayburn maintains operational integrity whereas distributing authority. Workers are trusted to make real-time selections, like buying area tools, for instance, with out slogging by means of paperwork. “We give lots of flexibility right here at Rayburn,” Naylor says, “and I’ll assist you.” That security web fuels proactive considering and initiative.
This mannequin has redefined what management seems to be like at Rayburn. “A flat group doesn’t imply leaderless—it means management reveals up wherever it’s wanted,” Naylor says. Supervisors and managers are skilled to information, not gatekeep. Groups kind organically throughout departments, and decision-making is accelerated by shared values, not inflexible protocol.
The Hiring Philosophy: Curiosity Over Credentials
Development has required rethinking recruitment. “We’re hiring folks and attracting expertise which have by no means labored for an electrical utility—and positively by no means heard of an electrical cooperative,” Naylor says. “The one expertise they’ve with electrical energy is popping the sunshine change on.”
That unfamiliarity is a strategic asset. “It actually brings a contemporary viewpoint to the work,” he says, noting that new views problem legacy considering and open the door to innovation, which has turn into a core worth. “A few of the issues we’ve applied are usually not what a typical utility will do, however we expect they’re higher. By giving the staff a possibility to contribute, that continues to facilitate buy-in.” Naylor provides that Rayburn hires for mindset—curiosity, problem-solving and a willingness to problem the norm.
To make sure long-term match, Rayburn invests in internships and expertise pipelines early. “We’ve acquired [around] 13 interns, and so they’re in all areas of our group,” Naylor says, including that some are nonetheless in highschool or school—and one was so spectacular she was employed part-time and is being paid to complete her diploma.
Studying by Doing—and Failing
Errors are usually not simply tolerated—they’re embraced as progress alternatives. “Probably the most troublesome issues is that this notion that if I make a mistake, I’m going to get fired,” Naylor says. “We actually attempt to focus [instead] on continuous enchancment.”
He remembers his personal early blunders—like faxing clean pages resulting from upside-down paper—with humor and humility. “If I acquired fired for each mistake I made, I by no means would’ve been right here,” he says.
To strengthen this, Naylor reminds workers, “Excellence will not be perfection. It’s at all times doing all your greatest and striving to do higher than the day earlier than.”
These values are embedded within the firm’s management coaching and suggestions loops. Managers are coached not simply to guage efficiency, however to mannequin transparency and progress themselves. By normalizing failure as a part of studying, Rayburn builds the arrogance that drives innovation.
For CEOs embarking on an identical expertise transformation, Naylor had this recommendation:
• Outline—and dwell—your values. “As soon as you already know what your values are, that basically will dictate your hiring course of… All the things else type of falls into place.” Values turn into the glue that binds groups and the compass that guides conduct, particularly in occasions of uncertainty. Additionally they act as a filter—serving to determine who belongs within the group and who could not.
• Empower with out abdicating. “A flat group doesn’t imply leaderless—it means management reveals up wherever it’s wanted.” Delegating authority requires establishing readability and accountability, not withdrawing oversight. Empowerment works greatest when expectations are clearly outlined and bolstered by means of tradition, not command.
• Make house for innovation. “Progress doesn’t at all times include a blueprint. A few of the most significant shifts didn’t begin with a method doc—they began with a dialog.” Organizations that prioritize experimentation and suggestions loops will adapt sooner than people who cling to inflexible plans. Leaders should create an setting the place curiosity is rewarded and “errors” are framed as studying alternatives. And hiring for potential, not simply pedigree, helps construct a future-proof workforce that thrives on disruption.
• Mannequin humility and presence. “Management doesn’t dwell behind a desk,” says Naylor. “I attempt to stroll the flooring and develop private relationships with our staff.” Informal one-on-ones enable him to hear, coach and underscore Rayburn’s values in actual time. Visibility and authenticity go hand in hand when constructing belief, and staff usually tend to take dangers and contribute concepts once they really feel seen, heard and valued by management.
“I go searching Rayburn immediately and see a spot that’s sooner, stronger and extra targeted than ever earlier than,” says Naylor. “However greater than that, I see a crew that’s happy with what they’re constructing.”
