The Los Angeles Department of Water and Power (DWP) faces a pivotal decision regarding its leadership following the recent resignation of its general manager. A suggestion has been made to prioritize internal candidates for the position, emphasizing the benefits of promoting from within the organization.
Yolanda H. Lickson, a former DWP employee with over 34 years of experience, advocates for this approach in a letter to the editor published on March 4, 2024. She argues that the department has a wealth of qualified individuals who understand its operations and culture, making them ideal candidates for leadership roles.
Advantages of Internal Promotions
Lickson reflects on previous leadership transitions within the DWP, noting that when the general manager retired, successors were typically selected from within the organization. This practice allowed each new leader to bring a deep understanding of the department’s intricacies, fostering a commitment to its mission of providing reliable water and electricity to the residents of Los Angeles.
According to Lickson, past general managers demonstrated integrity and a strong work ethic, qualities that are essential for the DWP to thrive. She believes that individuals who have built their careers at the DWP possess a vested interest in its success, contrasting them with outsiders who may be more focused on personal gain and prestige.
“Outsiders largely only want the prestige and the large salary that is offered to them,” Lickson states. “Here today, gone tomorrow.” She emphasizes that leadership in a public utility differs significantly from that in a private enterprise, as the DWP must operate within the constraints of city regulations and a city charter.
The Case for Long-Term Commitment
Lickson asserts that many existing high-level employees view the DWP as their long-term professional home, planning to remain until retirement. This contrasts with the perception that external candidates might be more ambitious in seeking opportunities elsewhere, potentially destabilizing the department.
She argues that overlooking internal talent would be a disservice to dedicated employees who have proven their capability and commitment to the DWP and its mission. By promoting from within, the DWP could ensure that its next general manager is not only qualified but also deeply invested in the community it serves.
The call for internal promotion aligns with a broader conversation about leadership within public utilities. As the DWP prepares to navigate future challenges, the emphasis on internal candidates may provide continuity and a stronger connection to the community’s needs.
As the DWP considers its options for new leadership, Lickson’s insights serve as a reminder of the importance of institutional knowledge and local commitment in guiding the department’s future. The outcome of this decision will likely impact the DWP’s ability to effectively serve Los Angeles in the years to come.
