LEAD Awards 2018: Interview with Jeniffer Tepe, Spire Energy

Helping the Growth of Front Line Managers

  Category: Best Use of Classroom and Traditional Training
  LEAD AWARD RANK: 13
 
  Category: Best Use of Team Building
  LEAD AWARD RANK: 10
 
  Organization: Spire Energy
  Program: Leading Spire Series
  Program Director: Jeniffer Tepe
  Visit: www.spireenergy.com
   
Our editorial team interviewed Jeniffer Tepe from Spire Energy at the LEAD2018 Awards this past February. Here are some excerpts from the exclusive interview.
 
What is the overall objective of your program?
The Leading Spire Series is a first of its kind program for our company which is in a state of growth. Spire is our new company name that brings together natural gas companies previously known as Laclede Gas & Missouri Natural, Missouri Gas Energy, Alagasco, Mobile Gas, and Willmut Gas. These companies are spread across the states of Missouri, Alabama, and Mississippi. The program allows front-line managers to come together to not only gain a common language for how they lead but as well give opportunities for cross-functional and cross-area relationships to be built
 

Who do you impact with your program?
The program impacts not only the front-line leaders themselves but also those teams they currently manage as well as those in the future.   
 
What are the lessons you’ve learned this year from facilitating your program?
At present, almost a quarter of all company front line managers have completed the Leading Spire Series.  Following each of our individual sessions and then following the complete Series completion, participants are sent a survey to gauge learning, realize successes and recognize areas for improvement. Results of surveys have shown an overall appreciation from participants for the opportunity to develop themselves as leaders along with allowing them to foster relationships that without the program more than likely would not have existed. Managers have advised they are taking time to have touch points with their employees more frequently than mid-term and annual performance reviews thus allowing for more meaningful and in-time feedback and dialogues. 
 
How do you measure the return on investment and success of the program?
The lasting impact on this program is the team building it provides to allow leaders from across five individual companies to work together as one. This has made projects come together cross-functionally. In addition, the improved communication of front-line managers and their team has sparked both individual and team performance improvements.
 
What lies ahead for the program and how will it continue to succeed?
This leadership development program is just a first step for Spire leaders. A follow-up session, Leadership Challenge, is currently in the development stage to begin the end of the calendar year 2018.
 

 

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