What does “lifting others as we climb” look like in your day‑to‑day work or leadership approach?

"1. Transferring Knowledge Before It’s Urgent From gatekeeping → to capability building Cross-training operators on clarifiers, belt presses, grit systems — not just 'their' assigned unit. Walking newer staff through permit limits and effluent data so they understand why compliance matters, not just what numbers to hit. Sharing lessons learned from plant upsets so mistakes become institutional knowledge, not whispered blame. That’s lifting: building redundancy in skill and confidence. 

2. Turning Corrective Moments into Coaching Moments From discipline → to development Instead of, 'You messed this up,' you move toward, 'Let’s walk through the decision path. What did you see? What would you change next time?' That shifts the culture from fear to growth — especially critical in utilities where hesitation can cost compliance. 

3. Giving Visibility, Not Just Responsibility From silent performers → to recognized professionals Letting operators present at meetings. Citing your team’s work publicly when projects succeed. Encouraging certifications, conferences, or speaking opportunities. In a technical field like wastewater, visibility is power. When you elevate your team, you elevate the profession.

4. Sharing Hard Truths Transparently

From information control → to shared accountability Explaining budget constraints honestly. Discussing infrastructure challenges openly. Including staff in conversations about funding, aging systems, or regulatory pressures. Transparency builds trust. Trust builds retention. 

5. Advocating Upward From silent compliance → to strategic protection

Sometimes lifting others means: Shielding staff from political noise. Pushing for resources they need. Challenging unrealistic timelines. Advocacy is leadership oxygen. 

6. Modeling Balance and Humanity

Especially relevant for women in leadership in public works. 'Lifting' also means: Demonstrating that you can be strong and compassionate. Setting boundaries. Showing younger professionals — especially women — that there is space for them at the table. You’re not just climbing a ladder; you’re widening it. 

7. Documenting and Institutionalizing Growth

As someone who writes SOPs and develops structured processes: You codify knowledge so it outlives personalities. You turn experience into systems. You reduce dependency on any one person — including yourself. That’s legacy leadership. In practical terms, in a wastewater plant it looks like: A new operator feeling confident during a storm event. A lab tech understanding the biological 'why' behind a result. A supervisor choosing coaching over sarcasm. A team that feels ownership, not just employment."

Angela G Walker, Assistant Director of Wastewater Operations, Brunswick-Glynn Joint Water & Sewer Commission

"Being positive. Being filled with hope. Being open. Being a receiver of knowledge.  Being a transmitter of knowledge."

Suzanne Forcese, Journalist, The WaterToday Media Group

"I don't want to be in my current position forever, but admittedly I don't know what the next step looks like. I think "lifting others as we climb" means to show folks junior to ourselves what potential paths forward are.

I may get a look directly above my station and realize it's not what I want, but it gives me the opportunity to look to the right and left and maybe see another station I want to get to. Same with the folks below me "in the climb" — they may not want to manage big projects or programs, but maybe they want to be a client service manager and it's my duty to give them line of sight into both paths."

Samantha Kepley, Principal of Project Management, Brown and Caldwell

"Sharing the information I learned or shortcuts I developed with my own team for continuous improvement."

Anonymous, Quality Audit Coordinator

"It looks like being available. Sometimes that means teaching a colleague a new method or helping someone troubleshoot a problem. Sometimes it means picking up the phone when a customer calls, worried about her kids' drinking water, taking the time to explain what she's seeing, and offering to come out and sample, even when the issue turns out to be on her side of the meter. Giving someone peace of mind is part of the job.

And sometimes it's even smaller than that: just listening. We get calls from people, sometimes older residents living alone, who need someone to talk to as much as they need an answer. That's customer service, and I think it's just as important as anything that happens in the lab."

Emilia Blake, Water Quality Lab Analyst, Skagit Public Utility District

"Your professional advancement will come naturally if you realize that helping others is really helping yourself as well."

Kristy Lavelle, Expert Management Consultant, Associate Vice President, Arcadis

“'Lifting others as we climb' means intentionally recognizing and elevating the contributions of those around me. I make a point to acknowledge work in meetings, pass accolades to the right stakeholders, and share the spotlight to help develop the next generation of leaders.

It also means creating stretch opportunities that build skills, confidence, and exposure — while providing coaching, encouragement, and support along the way. I strive to be approachable, genuine, and open and to foster an environment where people feel comfortable challenging ideas, asking questions, and being candid. Ultimately, I believe leadership is about building teams that are stronger together than any one individual could be alone."

— Anne Prudhel, PE, Executive Vice President, Carollo Engineers

“'Lifting others as we climb' is the core of how I lead every day. It looks like creating real opportunities for people to grow — professionally and personally — by trusting them with responsibility, not just tasks. I coach team members to take ownership of their work, think through the “why” behind each process, and build the confidence to make good decisions when conditions change.

In practice, that means teaching in the moment, sharing the reasoning behind operational choices, and inviting questions — because questions create stronger operators and stronger teams.

I also try to shift the culture from reactive to proactive: planning ahead, anticipating problems, and empowering people to bring solutions, not just report issues. When people feel respected, supported, and challenged in the right ways, they rise — and the entire system becomes safer, more reliable, and more resilient."

Luiza Yordanova, Water Plants Manager, City of Yuma Utilities Department

"You should always compliment your staff and encourage them. 'Don’t always discuss the bad.'” Her

Tessa Chilson, Director of Environmental & Fleet Services, Alliance for Empowerment

"Creating space for other women to thrive starts with being intentional. It means inviting them into rooms where decisions are made, amplifying their ideas, and making sure their contributions are recognized. Sometimes it is as simple as sharing an opportunity. It also looks like connecting the dots across your network.

When you see alignment between someone’s strengths and another person’s need, make the introduction. Open the door. Those small connections can change the trajectory of a career. And mentorship matters. Taking the time to guide, encourage, and advocate for other women, especially in moments when they are stretching into something new, helps build confidence and momentum.

When we actively support one another and create pathways to real opportunities, we do more than advance individual careers. We strengthen the entire field."

Erin Huber-Rosen, Executive Director and Founder, Drink Local Drink Tap

"Not making someone else feel bad about a mistake or a misstep. Not always giving attention and prioritizing the loudest person."

Susana Blauser Gonzalez, Client Service Manager, Houston Area Lead, Brown and Caldwell

"To me, ‘lifting others as we climb’ shows up through intentional mentorship and knowledge-sharing in my day-to-day work. Mentorship is critical for career growth, and that goes both ways - being a mentor and being a mentee.

I once had a colleague say you should always be looking for the next person to take your job, and that mindset has really stuck with me. If we want to grow and rise as leaders, we have a responsibility to develop, empower, and promote others along the way. Creating space for others to learn, take on responsibility, and be visible ultimately strengthens both individuals and organizations."

Laura Carpenter, Hydrologist, Senior Manager, Brown and Caldwell

"Advocating for fair opportunities, celebrating others’ successes, and making sure credit is given where it is due. It’s about helping others move forward alongside you."

Brenda Staudenmaier, Water & Wastewater Training Specialist, WI Rural Water Association

"Including co-workers in outreach events builds their own knowledge of our treatment process and helps them respond to customer concerns.  Sharing the work of watershed organizations provides a broader perspective on what it takes to provide 'clean' and 'safe' drinking water. 

For students, we provide the above opportunities as well as hands-on experience in the treatment process.  It's often the first time they've been able to directly apply their classroom knowledge. I believe they find it very satisfying to know that they are a part of bringing safe drinking water to the public."

Anonymous, Watershed Coordinator and drinking water plant Lab Directory

"I like to give positive praise to my coworkers often, because they are so talented, and each of them brings something unique to the table."

Katy Langston, Wastewater / Water Operator, City of Palmer, Alaska

"I have the honor of serving as the CEO of the New England Water Works Association. As a result, I get to see what our work internally, as a staff, does to help our members ... thousands of water professionals across the region.

By ensuring a cohesive staff, who remain on the same page and know what our purpose here is, we are able to provide the services our members need to better themselves and their utilities/organizations. We lift, so our members can climb."

Kirsten King, Chief Executive Officer, New England Water Works Association, Inc.

"I believe lifting others as we climb looks like being transparent and teaching everyone everything I know. I don't hold back. I want everyone to succeed."

Anonymous, Inside Salesperson

"I make it a point to visit with my employees, find out about their families, and what they need for work.  Always, Always, Always give credit and honor those who bring you along.  Your success is never singular and seldomly yours anyway.  The people in the trenches and on the job are those creating success.  Reward and credit your employees on a regular basis. If you feel it say it, no one knows their value unless you tell them."

Cynthia Ellis, General Manager, Madison Suburban Utility District

"Simply part of my DNA … The most profound, impactful comment I’ve ever gotten from a younger female colleague was “thank you for walking, so that we could run”.  It truly blew me away."

Susan Spore, Managing Engineer (off the cuff I say “cat herder”), Brown and Caldwell

"When someone has a question or a problem, it’s not always wise to just GIVE them the answer. Help them work through the issue and come to a conclusion of their own. That way, they gain experience and knowledge through their own thought process rather than having someone tell them. The next time they have a similar issue, they will remember to work through it on their own and boost their morale and self-confidence."

Lettice Brown, MS4 Coordinator, City of York

"It reminds me of the saying, if you want to go fast, go alone; if you want to go far, go together? I don't know who said it first but working together is key."

Irene Schild Caminer, Attorney, Caminer Law, LLC.  Previously was the general counsel to the Chicago Department of Water Management from 1997-2017

"Lifting others as we climb turns our perspective to a team-focused approach.  Rather than viewing our success as an individual achievement, we recognize that we have even more success if we align our team to a common goal and pursue it together. 

'If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.' - Patrick Lencioni"

Laura Leenderts, Project Manager, Outside Sales, DSG Supply

"Supporting your staff is critical to the success of your organization. As the leader you need to be the ring master of the chaos and let's face it, it can be chaotic at times."

Anonymous, Executive Director

"It looks like intentionally creating space for my team to explore their individual strengths and pursue innovative ideas that may be outside their typical job description. Lifting others is about identifying a spark in a colleague and giving them the resources and the psychological safety to fan that spark into a career-defining skill. My goal is to ensure that as I grow, I am building a foundation that opens the door for others."

Melody Bailey, Director of Water Resources, Mojave Water Agency

"Bringing my staff onboard to industry opportunities.  Honestly, I haven't had the opportunity to work with others that would benefit from my leadership.  I want to mentor others and will actively pursue opportunities to do so."

Anonymous, Laboratory Director

"It looks like 20 years of volunteering for the National Association of Women in Construction (NAWIC) and the Construction Management Association of America (CMAA). As a leader in NAWIC it is mentoring women to leadership.

In CMAA it is mentoring and teaching our standards of practice for certifications that move others into leadership. At work it is providing mentorship and guidance with resumes, career choices and anywhere else I can help."

Doreen Bartoldus, Senior Client Director, Brown and Caldwell

"I have the opportunity to guide and assist staff in advancing in the water industry through certification and education.  It is extremely rewarding to see employees advance in their career and receive both higher accreditation and financial rewards."

Michelle Perkins, Wastewater Superintendent/Water & Distribution Operator, Tuolumne Utilities District

"Letting your team know that every day you open those doors you are rolling the dice, so never underestimate a customer, they are all valuable! I treat my team and customers with utmost respect every day and I engage in their needs and try to make them successful in their journey as well! We see at least 200 people a day come through those doors and each one is special!"

Wendi Kramerpugh, Owner & Vice President, Pure Valley Water

"For me, 'lifting others as we climb' means leading with empathy, fairness, and respect. Being intentional, treating others with dignity, and modeling the behavior I hope to receive creates a work environment where everyone feels valued and supported."

Claudia Sandoval, General Manager, Chambers-Liberty Counties Navigation District

"Lifting others up by mentoring to our young interns, and being a good manager by directing them to tasks that challenge them in order to keep their interest. To help them explore the different areas of water resources so that they will find meaningful work, be innovative, and hopefully solve some of the world issues we have with clean, and drinkable water, in their future career."

C Neisess, Associate Engineer, Stormwater Division, State DOT

"As a woman, I make it a priority to share my experiences, challenges, and lessons learned with the young women in my workplace. Supporting them through openness and guidance is my way of lifting others as I continue to grow."

Anonymous, Business Relationship Manager - Group Country Manager

"Lifting others are we climb is never forgetting where you started from and to always be of service to someone, because someone helped you along the way. I do my part by sharing information, treating others with respect and compassion, speaking on panels, mentoring, and encouraging others to become certified operators and advance in this career, and also lead by example."

Nadine Robertson, Project Leader, Veolia

"It means creating opportunities for others to be involved in projects and leadership roles. It means building relationships through simple things like inviting others to coffee or lunch and offering advice and support. It also involves nominating others for awards and celebrating their achievements both privately and publicly, including on social media."

Paula Hart, P.E., Principal/Owner, Hart Engineering, LLC

"To me, 'lifting others up' means opening the door for others and inviting them in. It can something big like inviting junior colleagues and students to join a project, but it is also the small gestures like starting a conversation or having coffee together. I can't think of anything more important for women working in water to do."

Andrea K Gerlak, Professor, University of Arizona

"It looks like the opposite of the "Queen Bee" approach, which only serves to bring other women down and feed into the traditional male-centric work environment. It means reaching out to others, helping when we can, and having empathy. It means sharing success stories with everyone on the team that helped make it happen."

Molly Dimick, Sr. Environmental Engineering Manager

"As I'm growing in my own leadership journey, I am finding I need to shed responsibilities to take on new ones. I want to make sure I am setting up those taking on my former responsibilities to succeed and encouraging them in their leadership journey. I also find it important to give credit where credit is due."

Megan Konecki, Water Design Engineer, Baxter & Woodman

"Intentionally mentoring young women professionals - especially those of color - sharing access, knowledge, and opportunities that haven always been equally available. As a Black woman, it looks like leading with r college and integrity, opening doors at decision/snaking tables, and making sure others are seen, heard, and prepared to step into leadership roles either confidence."

Pat Lindsay-Harvey, Commissioner and Board Chair, Willingboro Municipal Utilities Authority

“'Lifting others as we climb' means sharing knowledge, encouraging collaboration, and creating space for others to grow. In my work, I try to openly share technical insights, support peers who are navigating complex research challenges, and promote interdisciplinary dialogue between data science and water professionals.

Even small acts  such as mentoring junior researchers or amplifying colleagues’ contributions  help build a stronger and more inclusive water community."

Monireh Khayat, AI & Water Quality Researcher (PhD Candidate), Azad University, South Tehran branch, Industrial faculty

"I have always approached this idea as “if women don’t stand up for each other and support each other, who will?” So I have made this an integral approach in my mentoring style for female peers and subordinates as I have risen in my career."

Divya Agrawalla, Principal Civil Engineer

"Foundational to my leadership style is an abundance mindset.  I feel that by giving others opportunities, whether on individual projects, conferences, or organizations - this doesn't dim our own star, we in fact start to make a new constellation.  I have seen healthy culture and growth come out of this idea of "setting a bigger table" for the more junior staff on the team."

Natalie Sierra, National Practice Leader, Solids and Energy, Brown and Caldwell

"I am always telling my coworkers, board of directors, consultants and engineers how much I value and appreciate them. Having flexibility on family needs is huge in our company. Family first makes it so much easier for us to concentrate on our job when we are at work."

Pamela Jarecki, General Manager, Lake of The Woods Mutual Water Company

"If I want to grow, there must be someone coming up behind me to take over my responsibilities so I can dedicate my time to new things. I aim to lift others as I climb by sharing knowledge and discussing the “why” behind decisions. I also look to recognize areas where others shine, and help them connect them with the right opportunities to grow."

Ashley Pifer, Director, Water/Wastewater, Halff

"I believe in passing my knowledge on to other operators. I am quick to explain my operational decisions to my operators who are new to this field. I think it is important for them to understand "why" behind a procedure/operational change and not just the steps in the procedure."

Anonymous, Wastewater Superintendent