Promoting from within is one of the smartest moves a utility or engineering firm can make. It rewards loyalty, reinforces company culture, and preserves institutional knowledge. But there is one critical mistake many organizations make during that transition: assuming that a strong technician automatically makes a strong team leader.
They do not.
Leadership requires more than technical ability. It demands emotional intelligence, communication, accountability, and the ability to bring out the best in others. In the water and wastewater industry, where frontline teams are often lean and safety-critical, promoting the wrong person can damage morale, slow down progress, and lead to costly turnover.
If you want to elevate people successfully from the field to the front office, you need a strategy for identifying true leadership potential.
What to Look for (Beyond Skillset)
When evaluating internal candidates for leadership roles, here are five traits we prioritize at Hunter Crown:
1. Influence Without Authority
Before they ever manage a team, strong leaders are already the ones others turn to for answers. Do peers naturally seek out their input? Do they help onboard new hires without being asked? That is not just initiative, it is influence.
2. Coachability and Self-Awareness
Great leaders never assume they know everything. They ask questions, welcome feedback, and take ownership of their mistakes. If someone reacts poorly to coaching, they are not ready to give it either.
3. Clear Communication
Leadership is communication. Can they explain complex issues in plain language? Do they speak with clarity and confidence? More importantly, do they listen? Miscommunication at the leadership level leads to safety issues, inefficiencies, and frustration on the floor.
4. Consistency Under Pressure
Every team has tough days. Emergencies. Short staffing. Equipment failure. The right leader remains calm, keeps the team focused, and helps solve the problem instead of assigning blame. You are not just hiring a performer, you are hiring the person others will watch when things go sideways.
5. Respect from Peers
This one matters more than any resume. Are they respected by the team? Would their coworkers be proud or resentful to report to them? You cannot train your way around a leadership appointment that alienates the team.
How to Surface These Traits in Interviews
If you are hiring externally, or using a hybrid model, your interview questions need to go beyond job duties. Here are a few prompts we use:
Tell me about a time you had to convince a coworker to change how they were doing something.
Give an example of when you had to admit a mistake. What did you do?
Describe a situation where you had to motivate someone who was struggling or disengaged.
What is more important in a leadership role, being technically the best or building the best team? Why?
You can also use team feedback, 360 reviews, and informal peer polling to get real insight on internal candidates.
Invest in the Transition
Finally, remember that stepping into leadership is not just a promotion, it is a transformation. Many high-potential employees fail because they are promoted without support. Make sure your new leaders get:
Training in communication, feedback, and delegation
Regular check-ins with a manager or mentor
Clear goals and expectations in their new role
Room to grow, with grace for early mistakes
Final Thoughts
In our industry, where frontline technical roles are the backbone of every operation, internal promotions can be a powerful tool for retention and continuity. But only if they are done right.
At Hunter Crown, we work closely with our clients to evaluate not just who can do the work, but who can lead others to do it well. When you hire for leadership potential, not just technical skill, you set your team up for long-term success.
Written by: Ron Dermady, Vice President of Operations at Hunter Crown
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