Tony Anderson is General Manager of Cherryland Electric Cooperative.
In my 32 years in the cooperative family, I have worked at distribution cooperatives served by 3 different G&Ts – Tri-State, Basin and Wolverine. (I also had a power supply contract with an IOU, Wisconsin Public Service while working for a co-op in the cheesehead state. That’s a different story for another day.)
From observation and personal dealings (or lack thereof), it has been my experience in the industry that there is almost a traditional “rub” between G&T managers and distribution managers.
G&T managers typically don’t have distribution management experience. They often seem annoyed with comments and advice from distribution managers. The distribution managers, who rarely have G&T experience, can be equally annoyed that 70% of their costs are in the hands of the G&T manager and he or she won’t listen to them. Thus, both whine to their respective boards perpetuating a cycle of distrust and around we go.
This doesn’t happen between Wolverine and its owners, the distribution cooperatives. Why? First, the distribution managers have a seat at the table. They are free to give thoughts and opinions in front of Wolverine’s CEO, Eric Baker, and the full board.
Second, Wolverine board members don’t think about the “G&T hat” and the “distribution hat”. There is only one hat to wear and that is the “membership hat”. Decisions need to be made for the good of Wolverine, the distribution cooperatives and the member at the end of the line.
Third, Eric makes the effort to keep the lines of communication open between himself and the co-op managers. It seems like such an easy thing on the surface. The simple task of calling up a manager at a member cooperative and asking for an opinion or advice is something I have seen other G&T managers fail to do. Yet, nothing builds trust more than this singular act.
There have been disagreements in the Wolverine family in the past and there really should be points of contention in the future. It makes for a healthy dialogue and, in the end, better decisions. What is different with our disagreements is that we all know there will be no repercussions, no vendettas and nothing carried over to the next issue.
In the Wolverine family there is mutual respect, communication and trust. This doesn’t just happen. It takes time and effort. I am happy and proud that we have board members, managers and employees willing to put in the work.
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