We can automate pipelines. We can digital-twin a compressor station. But when push comes to shove, when a decision must be made fast, when a crew needs to trust what’s said and unsaid, it’s not the sensor that saves the day. It’s the human.
On May 30th, Cindy and I stood shoulder to shoulder with the next generation of natural gas professionals at the Young Pipeline Professionals (YPP) Symposium, hosted at the Williams facility. Not to tell them how to do their jobs, but to remind them why clear, confident communication is their job.
Our workshop zeroed in on a truth too many overlook: communication isn’t a soft skill. It’s a safety system. It’s an efficiency engine. It’s the trust that holds the line when the unexpected happens. We called it a “workshop,” but anyone in the room will tell you it was more than slides and talking points. We explored how real leaders communicate clearly when stakes are high, listen deeply when it matters most, and tailor their message to get results, not just nods. From dissecting personal styles to practicing the art of active listening, we gave participants practical tools to build trust, reduce conflict, and strengthen their teams. These are skills that keep crews safe and operations running smoothly.
We didn’t stand at a podium and talk. We put them to work, talking, listening, challenging, and practicing the muscle memory that turns good talkers into respected leaders. One participant told us:
“I really enjoyed y’all’s presentation. I’d like to see more interactive sessions like that — I got to know the people around me in a fun, natural way.”
Another shared:
“Thank you for taking time to share your insights and experiences with us.”
These comments confirm what we know deep down: when we invest in communication, we’re not just training better managers, we’re building a workforce capable of leading this industry safely and responsibly through complexity we haven’t even seen yet.
And here’s the thought we want every executive reading this to chew on:
The next big leap for our industry won’t come from new hardware or software. It will come from people who know how to connect ideas, resolve friction, and get others rowing in the same direction, quickly and clearly.
That’s why at SGA, investing in next-gen professionals isn’t a side project; it is our core strategy. It’s how we future-proof reliability, safety, and public trust. We invest in people, because at the end of the day, assets don’t run themselves – people do. And it’s our job, as today’s leaders, to make sure tomorrow’s leaders are ready to carry the torch, with steady hands and clear voices.
So to the young leaders who showed up, leaned in, and practiced clarity with us last week: keep at it. Communicate like the lives around you depend on it, because in this business, they do.
And, if you think leadership training is optional, think again. It might just be your best insurance policy.
— Suzanne Ogle & Cindy Anderson
SGA Natural Gas Association
