For those involved in generating power and getting it where it needs to go, one old adage is particularly apt: “Change is the only constant.”
Technological transformation, distributed energy resource (DER) integration, extreme weather, shifting customer expectations…in the world of energy transmission and distribution, pressure and uncertainty are unavoidable.
When transformation becomes personal
At DTECH 2026, the industry’s premier annual conference and expo, conversations about managing change were mirrored in conversations about the way people experience career transitions.
The Women at DTECH Lunch panel From Grid to Grit: Navigating Industry Change and Personal Transitions explored that parallel explicitly, with leaders from Southern California Edison, Kraken, Exelon, and Amazon Web Services. The most useful insight was practical.
In periods of change, outcomes hinge less on vision and more on how clearly, honestly, and consistently people communicate under pressure.
Pressure exposes communication gaps
In one example, Chetna Smith, Principal Manager of Demand Response Products at Southern California Edison, described stepping into a role that appeared stable on paper, only to have its scope reshaped by overlapping grid emergencies and pandemic response work.
She emphasized the critical need to communicate when certainty disappears. Her teams needed prioritization, transparency, and clear signals in real time, even as conditions continued to shift. During grid stress events, systems rarely fail because plans are missing. They fail when assumptions go unspoken or when communication breaks down between functions.
This is also where leadership credibility is built or lost: Not in post-event messaging, but in how uncertainty is framed while decisions are still being made.
Panelists share insights during a discussion at DTECH. (Photo: DTECH on LinkedIn)
Networks act as informal communications infrastructure
Networks serve as infrastructure for the flow of information — that applies to people as well as systems. Panelists discussed utilizing networking as a kind of operating system that supports professional resilience.
Shelly Barczak, Senior Manager at Exelon, spoke about building what she called a personal grid: trusted relationships across roles, time zones, and stages of a career. These weren’t transactional connections. They were people she relied on for navigating significant moments, from preparing for difficult meetings to recovering after tough days to celebrating hard-won progress.
For communications leaders, this dynamic should resonate: When formal channels are constrained, informal networks can bridge gaps and convey meaning. They’re how context travels, ambiguity gets resolved, and trust is reinforced.
The panel also drew a useful distinction between mentors and champions. Mentors help you think. Champions advocate for you when you’re not in the room. During transition, that advocacy often matters more than advice.
“Girl Power” on display—Women at DTECH swag spotted at the event floor.
Resilience shows up as action and dialogue
Resilience was reframed throughout the conversation as something more operational than emotional.
Farnaz Amin, Head of Business Development for Grid Modernization at Amazon Web Services, described resilience not as confidence or composure, but as forward motion in spite of obstacles. Facing job uncertainty, immigration constraints, and personal setbacks at the same time, her perception of resilience was shaped by needing to take the next step before feeling ready.
That meant applying internally, asking for referrals, starting and continuing conversations, and just showing up even when fear was present. Silence during change is often misread as control, when it’s more likely paralysis in the face of uncertainty. Progress comes from continued communication and engagement — even imperfect engagement.
Natalia Moose, VP of Marketing at Kraken, reinforced this from another angle, emphasizing adaptability and learning over any single skill set. Careers, like systems, evolve. The ability to reassess and adjust often matters more than optimizing for one fixed strength.
Overcommitment erodes trust faster than uncertainty
One caution surfaced consistently in the advice portion of the session: Don’t overcommit.
During times of transition, leaders often try to reassure teams by saying “yes” broadly. But in practice, this technique carries enormous risk. Missed commitments, vague timelines, and unfulfilled promises degrade trust quickly and are difficult to recover from.
From a communications perspective, reassurance without realism creates long-term credibility problems. Clear constraints, even when uncomfortable, are easier to manage than unmet expectations.
Trust isn’t built by certainty. It’s built by alignment between words and actions. Transparent, consistent communication forges credibility — and credibility is precious.
Industry leaders share insights during a panel discussion at DTECH.
What this means for communications leaders
The Women at DTECH Lunch reinforced something good communications teams understand: During transformation, communication isn’t an overlay. It’s infrastructure.
Communications leaders add the most value when they help organizations:
- Articulate uncertainty without amplifying fear
- Align commitments with operational capacity
- Support internal sense-making, not just external storytelling
- Recognize the value of building and using networks
Grid modernization is rarely linear. Careers aren’t either. The leaders who navigate both effectively aren’t necessarily the most polished. They’re the ones who strive to communicate clearly, move thoughtfully, and don’t try to do it alone.