Dr. Addie Javed
Director of Public Works and Floodplain Administrator, Indian River County
“Alone we can do so little; together we can do so much.” – Helen Keller
Public works is more than roads, waterlines, and storm drains; it is about people. Every project, from resurfacing a street to repairing a drainage pipe, affects the daily lives of residents, businesses, and visitors. In this environment, leadership and management must balance technical expertise with human connection. Success is not measured only by infrastructure delivered, but also by the relationships built along the way.
True leadership in public works requires commitment to customer excellence, collaboration, and respect (CeCR), three guiding principles that transform routine service into community stewardship.
Customer Excellence as a Core Value: More than Service, It’s Stewardship
For public works teams, the “customer” is often the entire community. Every phone call about a pothole, every town hall attendee, and every contractor seeking guidance represents a chance to demonstrate excellence.
Customer excellence in this field is really customer stewardship. It is not simply about fixing a problem, but about ensuring residents feel heard, valued, and supported. This requires more than responsiveness; it calls for intentional communication and accountability.
Customer stewardship means:
- Listening fully to concerns before reacting.
- Communicating clearly about what is possible, what the process is, and when outcomes can be expected.
- Following through to ensure that the resident or stakeholder feels valued and respected.
When residents feel heard, they become partners in the process rather than adversaries. This shift is critical, especially in contentious projects where emotions may run high.
Collaboration Over Confrontation
Public works challenges are rarely solved in isolation. Whether coordinating with utilities, law enforcement, neighborhood groups, or private contractors, collaboration is the engine that drives progress.
Effective leaders model collaboration by:
- Inviting diverse perspectives to the table early.
- Framing issues as “shared problems” rather than “us versus them.”
- Encouraging dialogue that seeks solutions, not blame.
Importantly, collaboration does not mean everyone gets exactly what they want. Instead, it ensures that solutions are shaped by fairness, transparency, and inclusiveness. When agencies, stakeholders, and residents move from confrontation to collaboration, the end result is not just a functional project, but a stronger, more resilient community.
Respect as the Foundation
Respect is the currency of trust in public service. Every interaction, whether with a resident angry about a road closure or a coworker offering a new idea, should be grounded in respect.
Respect does not mean agreement, but it does mean:
- Acknowledging the legitimacy of others’ concerns.
- Valuing contributions regardless of role or title.
- Treating conflict as an opportunity to learn, not to win.
In public works, where challenges are visible and stakes are high, respect serves as a stabilizing force. By demonstrating respect consistently, leaders cultivate credibility that withstands inevitable disagreements.
Case Study: Turning Conflict into Collaboration
This case study shares a previous stormwater improvement project at a public agency that highlighted the importance of customer excellence, collaboration, and respect.
The project involved upgrading a neighborhood drainage system that had long struggled with flooding during heavy rains. While the technical solution was straightforward, replacing undersized pipes and improving outfalls, the human side was far more complex.
Many residents were frustrated by years of recurring flooding and skeptical that another public works project would make a difference. Others worried that construction would disrupt access to their driveways and reduce property values. Tensions came to a head at the first community meeting, where emotions ran high.
Rather than reacting defensively, the project team approached the situation with listening and respect. Public Works team members:
- Took time to hear each resident’s personal story of how flooding had impacted them
- Presented the technical plan in plain language, using visuals to show how the improvements would work
- Set realistic timelines and explained potential disruptions honestly
- Committed to regular updates through door-to-door notices and a project webpage
Most importantly, the team framed the issue as a shared challenge: flooding was not just an inconvenience, but a community-wide risk to safety, property, and quality of life. By shifting the tone from confrontation to collaboration, residents began to see themselves as partners in the solution.
As one resident reflected after the project was completed:
“At first, I thought the county was just going to tell us what to live with, like before. But this time, they really listened. It felt like we were part of the solution, not just a problem to manage.”
The outcome was a success on multiple levels. The project was completed on time, flooding risks were significantly reduced, and perhaps most importantly, trust was strengthened. Several residents who were initially skeptical later expressed appreciation for being included and respected throughout the process.
This case underscores a vital truth: technical solutions succeed only when paired with human-centered leadership.
The Greater Good
Public works professionals are stewards of community well-being. In times of disagreement, leaders must focus on the “greater good” – a functioning transportation network, clean water, safe drainage, and resilient infrastructure.
Decisions guided by the long-term benefit of the community, rather than short-term convenience or individual pressure, ensure sustainable success. The greater good is not always the easiest path, but it is the one that ensures future generations inherit a community that is stronger, safer, and better prepared.
Conclusion
Leadership in public works is not simply about managing projects; it is about leading people – teams, staff, contractors, partners, and the public, with respect and purpose. By committing to customer excellence, fostering collaboration, and keeping the greater good at the forefront, public works leaders can turn challenges into opportunities to build stronger communities.
Great public works leaders understand that pipes, roads, and bridges may be the product, but trust is the true outcome. By elevating customer excellence, modeling collaboration, and leading with respect, public works professionals ensure that infrastructure improvements do more than connect places; they CONNECT people.
“The best way to find yourself is to lose yourself in the service of others.” – Mahatma Gandhi
BIO: Dr. Addie Javed is an executive administrator, a professional engineer, and a certified floodplain manager with nearly 30 years of experience in both the public and private sectors. He currently serves as Chair of the Leadership and Management Committee for the APWA Florida Chapter and is the founder of the Leadership and Management Webinar Series, conducted in collaboration with FL LTAP and USF.
