Vedeni Energy’s Deep Dive

Many companies still make the same bad trade. They take the person who produces the strongest individual work, give that person direct reports, and call it leadership development. Sometimes it works. Often, it does not. The company loses a strong producer, gains an unsteady manager, and then acts surprised when the team slows down.

The U.S. electric power system has entered a reliability era defined by compound stress. Extreme weather is no longer an occasional external disruption managed through emergency restoration after the fact. Heat waves, winter storms, hurricanes, wildfires, drought, high winds, and flooding now shape core assumptions about resource adequacy, transmission planning, distribution investment, fuel assurance, operating reserves, and emergency procedures. This shift is forcing utilities, ISOs/RTOs, state regulators, FERC, NERC, and reliability coordinators to reconsider long-standing planning practices developed around historical weather patterns, deterministic contingency analysis, and relatively stable load growth. The grid reliability challenge is no longer limited to whether enough nameplate capacity exists on paper.

Wholesale power markets for the seven-day period ending May 29, 2026, reflected typical shoulder-season conditions, with a clear regional split between modest prices in Western and central markets and firmer prices in parts of the East. CAISO and the broader Western Energy Markets footprint continued to publish daily real-time and EDAM materials, with prices shaped by steep net-load ramps, solar output, congestion, and EDAM's early operating phase. ERCOT, SPP, MISO, AESO, IESO, NYISO, and ISO-NE were generally orderly, while PJM stood out for stronger real-time pricing and continued market-design pressure tied to large-load growth, resource adequacy, and investment incentives.

There is a kind of utility work that nobody used to make speeches about: tree trimming, hazard-tree removal, and routine access to a right-of-way. It sits low on the glamour scale and high on the list of things that quietly keep the lights on. That is exactly why it deserves more attention now. In parts of the U.S. electric power industry, especially where lines cross federal land, routine maintenance has become a management problem with real consequences for reliability, wildfire risk, crew scheduling, customer costs, and executive credibility.

This week’s leadership conversation has not focused on perks, personality, or another round of buzzwords. It has focused on uncertainty. Leaders are grappling with shifting economic signals, tariff questions, uneven demand, geopolitical shocks, and pressure from boards to move faster with less room for error. The result is a management problem that shows up in everyday work: teams stall, meetings multiply, forecasts soften, and people start waiting for certainty that never comes.

Wholesale power markets across North America remained broadly orderly during the seven-day period ending May 22, 2026. The week’s clearest stress points were localized transmission constraints, operator notices, and ongoing market-implementation work—not broad emergency conditions. Real-time pricing reflected typical late-spring fundamentals: moderate load across most regions, recurring congestion-driven price separation, and episodic nodal volatility around outages and facility constraints. Public postings highlighted ERCOT manual action for an unsolved contingency in the Taylor County area; PJM post-contingency local load relief warnings on May 20; CAISO daily real-time market and EDAM reports; MISO pricing approvals and report-availability notices; ISO-NE daily market postings; IESO renewed-market engagement activity; and AESO REM readiness work.

When load growth accelerates, the industry’s reflex is familiar: build the next substation, the next line, the next major capital project. In many cases, that is the right response. But not always. One of the most important questions for utility leaders today is simpler and more consequential: are we using the grid we already have as effectively as possible?

Performance management should be one of the simplest parts of a manager’s job. Set expectations. Watch the work. Give useful feedback. Correct problems early. Help good people get better. Instead, many companies have turned it into a ceremony. Managers spend days collecting notes, filling out templates, assigning ratings, and preparing for a single formal conversation that tries to do too much at once. Employees walk in expecting judgment, politics, or surprise. Managers often arrive tired and late, hoping to get through the meeting without a fight.