About Kathy
Kathy Nelson, PE is the Founder and CEO of KN Utility Telecom Consulting, specializing in strategic telecommunications for electric utilities. With over 30 years of experience—including 25 years at Great River Energy—she is a nationally recognized expert in utility telecom and grid modernization. Kathy made history as the first woman Chair of the 75-year-old Utilities Technology Council, where she served on the board for a decade. She is also the creator and host of Ordinarily Extraordinary – Conversations with Women in STEM, a podcast that amplifies the voices of contemporary women in science, technology, engineering, and math—building community and inspiring future generations. Kathy lives in Minnesota and is the proud mother of three adult children and a spirited sheepadoodle.
The Unexpected Path to Leadership
When I started my career as an entry-level engineer, I had a very structured view of leadership: supervisor, manager, director, vice president, CEO. Leadership, I believed, was a ladder, and I planned to climb it all the way to the top. I was going to be the CEO of my utility one day—simple as that.
But like many career plans, mine took a few unexpected turns.
In my early years, there wasn’t much movement at my company. My manager had held the same role for decades, and utilities are one of those rare industries where employees often stay 40 years or more. So, I waited. I advanced technically, but the traditional leadership path stalled. Eventually, I moved away from corporate headquarters and had three children. The “CEO track” faded into the background.
Still, I wasn’t one to sit on the sidelines. I was ambitious, curious, and wanted to contribute beyond the walls of my company. I joined a trade association board. I had no official leadership title, but I had a voice—and I used it. I spoke up in technical meetings, policy forums, and with federal regulators. Eventually, I became the first woman Chair of a 70-year-old industry association. I hadn’t climbed the internal corporate ladder, but I had, without realizing it, stepped into real leadership.
After that term ended, I still craved impact. I joined another company, enticed by the opportunity to be part of a leadership team with growth on the horizon. But then—cue the global pandemic—I was furloughed, along with the rest of the company.
So, what did I do? I launched a podcast spotlighting women in STEM. No org chart. No team. No title. But again, I found myself leading—this time by creating space for others. A surprising number of listeners reached out, saying, “This is what I needed to hear.” That’s when it hit me: Leadership isn’t always about hierarchy. It’s about influence. It’s about presence. It’s about elevating others.
LEADERSHIP ISN’T ALWAYS ABOUT HIERARCHY. IT’S ABOUT INFLUENCE. IT’S ABOUT PRESENCE. IT’S ABOUT ELEVATING OTHERS.
Influence, Integrity, and Impact
Throughout history, women have embodied this kind of leadership, often without the formal title. Consider Katherine Johnson at NASA—her calculations were essential to the U.S. space program, yet for decades, her contributions were virtually invisible. Or Claudette Colvin, a 15-year-old who refused to give up her seat on a segregated bus months before Rosa Parks did—sparking legal action that helped dismantle segregation. They weren’t CEOs or department heads. They didn’t have power conferred by position. But they led.
Research backs this up. Studies in organizational psychology highlight “informal leadership” as a key driver of innovation and morale. Informal leaders—those who earn trust, motivate others, and model integrity—often have more day-to-day influence than those with corner offices. This form of leadership is especially common among women, who, facing systemic barriers to formal advancement, have found other ways to lead: mentoring, coalition-building, community organizing, and pushing from the edges.
Looking back, I’ve applied for formal leadership jobs and even interviewed for CEO roles. But I’ve also seen CEOs who don’t truly lead, and engineers or individual contributors who inspire teams far more effectively. The title, it turns out, doesn’t define the leader. I am a CEO now—of my own consulting firm. Running my own company has brought an entirely different dimension to leadership, one rooted in vision, service, and accountability to both clients and purpose.
Leadership is more expansive than we give it credit for. It’s the willingness to speak up in a room full of silence. It’s creating opportunity for someone who didn’t have it before. It’s stepping in when a woman is interrupted in a meeting and giving her the floor. It’s showing up, listening, and taking action. Whether you’re hosting a podcast, leading a project, mentoring a colleague, or simply asking the hard questions—you’re leading.
So, if you’re waiting for the title before you lead, don’t. You already can. And chances are, you already are.
WHETHER YOU’RE HOSTING A PODCAST, LEADING A PROJECT, MENTORING A COLLEAGUE, OR SIMPLY ASKING THE HARD QUESTIONS—YOU’RE LEADING.
This article was originally published in the September 2025 issue of the Women in Power Systems magazine, which you can access here.
