Leadership Perspective: Charles Dalton, President and CEO, Blue Ridge Electric Co-op and Blue Ridge Security Solutions

Charles Dalton

Ethics and Leadership: An Executive’s Perspective

Charles Dalton, President & CEO Blue Ridge Electric Cooperative and BlueRidge Security Solutions

Q.  How long have you been in the electric-utility industry and what changes have impacted you the most?

Blue Ridge Electric Cooperative was established in 1940, and I became affiliated with the organization in 1972.  The cooperative has gone through a number of phases during its history, and each of those phases was directly related to the state of both the business itself and the various currents that were manifest in the county at large:

·         The 1940’s and ‘50’s were devoted to building a large system of distribution power lines and associated facilities in Anderson, Greenville, Oconee, and Pickens counties for the purpose of supplying the vastly underserved countryside.

·         The 1960’s and ‘70’s were consumed with establishing assigned territories for the respective electric utilities in South Carolina and with Blue Ridge taking the necessary steps to avoid future, costly duplication of facilities with other area power suppliers.

·         In the 1980’s, the major issues facing Blue Ridge included securing a stable and economical supply of wholesale electricity and employing technologies to bring greater efficiencies to the operation.

·         The 1990’s witnessed the rise of the movement to deregulate the electric-power industry, and that required creative thinking by Blue Ridge and other electricity providers in confronting this potential structural change.  In the final analysis, deregulation proved to be an unworkable option for either the electric utilities or their customers.

·         Since the turn of the 21^st century, our industry has seen tremendous growth in the use of technology.  New technologies have enabled Blue Ridge to achieve cost savings, greater service reliability, and general operating efficiencies.  With American’s growing interest in renewable energy, the cooperative has been learning how to work with these sources of power and then incorporate them into our mix of generation options.  Most recently, Blue Ridge has been focused on proposed regulations, particularly federal regulations that could have a major impact on our business.  The effects of these regulations, especially as they might apply to our wholesale power costs, are of paramount concern at present.

Q.  When did you enter the security solutions business, and what were the determining factors?

Blue Ridge took its first steps into the security business in 1995.  A major upward move followed in 1997, when Blue Ridge Security became a separate subsidiary of Blue Ridge Electric Cooperative.  Prior to that, the security operation had functioned as a department within the cooperative organization.  Our original intention in launching the security operation was to establish an additional revenue stream in view of the potential for losses of kilowatt-hour sales emanating from a deregulated utility marketplace.  Because of the success we experienced during those early years, the decision was made to continue providing security services, even after the deregulation idea had faded from the scene.  We recognized an opening in the market for a high-quality security-system company that was committed to quality customer service.

Q.  Do the values and vision for each part of the business mirror one another or complement one another?  How have you been able to interject in both businesses your particular passion in managing and growing a business and its people?

I believe our values and vision both complement and mirror one another throughout our business.  Those values help to define our operation.  Our core value is that our employees are our only asset.  All decision-making is based on that premise.  It then follows that you work to direct the mindset of your workforce toward an emphasis on the delivery of the highest level of customer or member service.  We believe that fair and honest relationships with our employees provide better opportunities for their growth and development, which then produces an improved level of customer service.

Q.  How do you emphasize integrity and ethical decision-making at Blue Ridge?

Ethics and integrity have to begin at the top.  I have to be circumspect in my dealings with my employees, with our customers, with the public, and with my peers if I expect to lead this organization effectively.  That translates into an ongoing effort to treat every member of our employee team with the utmost respect and to expect them to act the same toward their fellow workers.  Every employee is valuable to Blue Ridge.  They especially prove that value in that they view what they are doing as a mission, rather than merely a job.  Not only are our employees passionate about serving our members and customers well, but they are also strong believers in personal community service.

Q.  What was one of the greatest challenges in your career (whether at Blue Ridge or elsewhere) and how did you face it?

The greatest challenge in my work experience is an ongoing one.  I am heading the operation of an electrical distribution system within a geographical area surrounded by the largest, and also one of the best, investor-owned utilities in America.  My fellow employees and I have met this challenge by endeavoring to provide customer and member service that is second to none.  We try to make sure that our members and customers receive the best value-added service possible.

Q.  What is the most-rewarding part of running a business to date?

I find my greatest satisfaction in knowing that we are delivering essential services to our members and customers and are doing so in a quality fashion.  Service to the community also entails the cooperative’s economic-development activities.  Support for job-creating projects within the counties where we provide power is helping to raise the local standard of living.  It is also very rewarding to be part of an organization that takes pride in helping those in who are in need.  One of the biggest ways we are able to address those needs is through our yearly charity fund-raiser, Blue Ridge Fest.

Q.  We were thrilled when you decided to become a REALeader level member of the Rutland Ethics Alliance.  What were the reasons that prompted you to join?

As I mentioned earlier, the Blue Ridge organizations are committed to the highest level of integrity and ethics in the conducting of our business.  This has been a core value from the date we were organized back in 1940.  It is, therefore, a natural fit for us to support an organization that encourages those values in each and every member of the business community.

Q.  Do you have a call to action for readers of the edition of Issues and Perspectives?

My sincere advice is to be bold and forthright in stating and projecting your integrity, values, morals, and ethics to your employees at all times.  A leader must also practice what he preaches with regard to the way he treats employees.  Those in your charge will judge you and your company, not on what you say, but on what you do.