How to build, empower and inspire organizational culture in water and wastewater utilities

In the realm of water and wastewater services, where clean water is delivered, wastewater is safely treated, and environmental stewardship is paramount, there exists a force more vital than infrastructure or equipment: organizational culture.

Water and wastewater organizations are sometimes viewed as technical utilities focused solely on compliance and operations. Yet, their true strength lies in the people who ensure the health and well-being of entire communities that they serve each day. To create a public utility that is not only effective but also empowering and inspiring, leaders must intentionally foster a culture rooted in a strong sense of purpose and shared values.

Drawing from 35 years of water and wastewater utility experience and a little help from Daniel Coyle’s “The Culture Code” and William Vanderbloemen’s “Culture Wins,” let's explore how to cultivate such a culture, transforming essential service organizations into communities of excellence.

The foundation: Why culture matters in water and wastewater utilities

While the results of public utility work are evident in every safe glass of water and every environmentally sound discharge, the culture that underpins these achievements is often invisible. Coyle and Vanderbloemen both contend that culture is the most important determinant of an organization’s long-term success. For water and wastewater organizations, the stakes are especially high: these utilities protect public health, environmental quality, and community trust and do it at a cost that is very modest when compared to the value to their communities.

Culture is not a static trait but a living, breathing collection of practices and behaviors. Culture forms the bedrock of every organization, both good and bad. In the water and wastewater sector—where teams must respond to emergencies, navigate regulatory landscapes, and serve in the ever-present public eye—a cohesive culture is both a safeguard and a catalyst.

Three pillars of a purpose-driven culture

Both “The Culture Code” and “Culture Wins” highlight core elements that drive high-performing, purpose-centered organizations. For water and wastewater utilities, these can be distilled into three essential pillars:

1. Psychological safety - security
2. Shared purpose and mission
3. Deliberate practice and feedback, or to borrow a Tony Robbins’ acronym – CANI (Constant And Never-ending Improvement)

Let’s explore how leaders can implement these concepts.

Psychological safety: The bedrock of empowerment

Coyle’s research into high-performing groups—from elite teams to creative studios—shows that psychological safety is the secret ingredient fueling innovation and collaboration. In water and wastewater organizations, staff are responsible for critical and sometimes hazardous operations. When employees feel they can share ideas, admit mistakes, and voice concerns without fear of blame or retribution, the organization becomes resilient and adaptive.

Strategies to build psychological safety

• Model vulnerability: Leaders should openly discuss their own uncertainties and mistakes, making it acceptable for others to do the same and signaling that learning is valued, not perfection. 
• Invite input: Encourage feedback and suggestions from staff at all levels—from plant operators and laboratory technicians to field crews and administrative teams. Use surveys, suggestion boxes, and regular team huddles to gather input.
• Celebrate learning: Recognize both successful initiatives and the courage to experiment. Even when results are mixed, these attempts add to the organization’s collective knowledge.

When employees feel psychologically safe, they move beyond compliance to true engagement. They proactively address potential problems, share insights, and help prevent service disruptions or safety incidents.

Shared purpose: The heart of inspiration

Vanderbloemen’s “Culture Wins” centers on the power of purpose to drive engagement and excellence. In water and wastewater, the “why” is clear yet profound: deliver clean, safe water; protect the public; preserve the environment. However, the daily grind can obscure this higher mission.

Bringing purpose to life:

• Share impact stories: Regularly connect routine tasks—such as monitoring water quality, repairing equipment, or optimizing treatment processes—to the real-world impacts on public health and environmental well-being. Celebrate achievements by emphasizing how communities benefit from safe, reliable services.
• Connect every role to the mission: Make sure every employee understands how their work, whether in operations, maintenance, laboratory analysis, engineering, or customer service, is vital to providing essential services.
• Anchor decisions in values: Place values like safety, integrity, sustainability, and stewardship at the center of decision-making. In moments of difficulty, ask, “Does this support our core mission to serve the community?”, “Does this align with our values?”

When employees see the bigger picture, they become advocates for the mission—not just workers fulfilling tasks.

Deliberate practice and feedback: The engine of growth

The importance of ongoing learning and feedback cannot be understated. In water and wastewater, where regulatory requirements, technologies, and best practices are constantly evolving, the culture must embrace continuous improvement.

Embedding growth in the organization

• Encourage experimentation: Allow teams to pilot new ideas and technologies and optimize processes (for energy efficiency or nutrient removal), learning from both successes and setbacks.
• Provide consistent, constructive feedback: Move beyond annual reviews. Use “after action” debriefs, peer learning sessions, and real-time coaching to foster improvement and growth.
• Invest in professional development: Offer ongoing training in safety, compliance, technical skills, and leadership throughout the organization, from new hires to seasoned operators and supervisors.

A growth mindset enables water and wastewater organizations to remain resilient and innovative in the face of changing standards, emergencies, and public expectations.

The role of leadership in shaping culture

Leaders are the chief architects of organizational culture. Their actions set the tone for the entire utility. Coyle refers to this as “sending belonging cues,” while Vanderbloemen describes it as “modeling the culture.” In water and wastewater sectors, this means:

• Leading by example: Live the organization’s mission and values in every interaction—from safety briefings to public communications.
• Building trust daily: Small gestures of support, active listening, and recognition accumulate to create an atmosphere of trust and motivation.
• Identifying and elevating culture champions: Spotlight employees who embody the desired culture, so that positive behaviors are replicated at all levels.

Successful leaders understand that cultural excellence (like leadership) is a journey, not a destination. They continuously nurture and reinforce the desired culture.

Challenges and opportunities specific to water and wastewater organizations

Water and wastewater utilities face specific (although not completely unique) hurdles: constant regulatory scrutiny, aging infrastructure, recurring emergencies (such as pipe breaks), and the constant pressure to deliver safe, uninterrupted services. Yet, these challenges also offer opportunities to strengthen culture:

• Transparency builds trust: Openly communicate operational challenges, regulatory changes, and resource constraints. When staff understand the rationale behind difficult decisions, they remain more supportive.
• Service as a source of pride: Remind team members that their work is crucial—every gallon of water treated and every safe discharge protects lives and the environment.
• Community engagement: Involve the public in conservation programs, infrastructure projects, and educational campaigns, reinforcing a sense of shared responsibility and accomplishment.

By leveraging these opportunities, water and wastewater organizations can transform obstacles into sources of unity and professional fulfillment.

Practical steps for cultivating culture

How can water and wastewater organizations move from aspiration to action?

Here are some actionable steps:

1. Assess the current culture: Use surveys, interviews, and focus groups to understand strengths and identify areas for improvement.
2. Create a culture task force: Assemble a cross-functional team to champion cultural initiatives and ensure every voice is heard.
3. Define core values: Collaboratively articulate values that reflect the mission of protecting public health and the environment.
4. Communicate relentlessly: Use meetings, newsletters, and informal conversations to keep the organization’s purpose and values top of mind.
5. Recognize and reward culture-builders: Highlight individuals and teams whose behaviors exemplify the desired culture.
6. Measure and adjust: Continuously monitor cultural health and adapt strategies as needed.

Culture as the lasting legacy of water and wastewater services

Pipes corrode, technologies evolve, and regulations change. Yet, the organizational culture built within a public water or wastewater utility—one of empowerment, inspiration, and unwavering purpose — will endure, shaping the organization for years to come. By embracing psychological safety, shared purpose, and a commitment to growth — and leading with integrity and vision — water and wastewater organizations can set the standard for excellence in public service.

In the words of Daniel Coyle, “Great cultures are not the result of chance, but of deliberate design.”  

For utilities that put people and purpose at the forefront, the result is a legacy of service, innovation, and collective pride that will stand for generations to come.