PERSPECTIVE
WORLD-GENERATION NOV/DEC 2015
24
World-Gen’s
“Class of 2000” (the inau-
gural year)
included Jim Flandreau, an
individual who became one of the Power
Industry’s most influential people and
whose positive impact continues today.
My professional relationship with Jim
began as friends and neighbors when his
company was a fledging endeavor, and
grew to a level of partnered investments
and shared governance of the organiza-
tion.
As with most men who lead companies
and have “booming” personalities, many
stories both positive and negative can be
told about Jim’s professional and personal
interactions. Along those lines, Jim’s
actions could be either spirit-lifting or
cringe-worthy. Jim did not live his life,
nor did he run his organizations, from the
middle or at a slow pace. He was always at
100% and drilled the message of always
putting in the extra effort to get the last
5% out of an individual’s personal capabili-
ties.
In fairness and respect to many of us
who worked with Jim, it would be inaccu-
rate to state the lessons learned were
always easy. Without any disrespect to
Jim, some of the most valuable lessons
learned included those of the “what not to
do” variety.
But, on the whole when considering
his impact on the power industry, I believe
him so very deserving of an incredible
amount of credit. His impact on the staff-
ing industry which supports the power
industry was, and continues to be, incredi-
bly positive.
Consider this: More than 15 estab-
lished, successful organizations serving
the power industry are either owned or
run by alumni of Jim’s companies and
training. These companies include true
staffing firms, retained search firms, con-
sultancies, O&M providers, and craft per-
sonnel service organizations.
The lessons learned during time under
Jim’s direction remain vivid, timeless, and
valuable. His commitment to ensuring that
his sales and recruiting staff remained ethi-
cal and moral was unwavering. Jim never
accepted someone taking shortcuts or
mobilizing “just a body.” He always wanted
only the best candidates submitted, offered,
and provided to his clients.
In order to achieve this goal, he
instilled a company culture through a for-
mal series of lessons he named
“Speeches,” and these lessons were a valu-
able part of the foundational culture.
However, they paled in comparison to the
unwritten law – work hard and have fun.
And it was fun working within Jim’s
organizations. The fun occurred on just
about a daily basis. Nobody was above the
banter, nobody was immune to the kid-
ding, and nobody was excluded from
enjoying the environment, which included
office casual wear (even before “casual
Fridays” were in vogue), daily catered
lunches, car washes for employees, in-
house chiropractic care, and a long list of
benefits.
Jim’s impact on the industry included
an in-house proprietary software package
which allowed candidate and client track-
ing at a level just now being rivaled by
software commercially available. His
organization brought together a network
of consulting personnel which helped
build, commission, and operate many of
our industry’s best and most successful
projects. The company culture promoted
a team environment, shared knowledge,
and a belief that the product (in this case
consulting personnel) should be treated
with respect in return for hard work and
capability.
Many of the tangible gains made in
the supply of personnel to the industry
were a direct result of Jim’s organizations.
While the argument can be made that his
key lieutenants were responsible for the
ideas, concepts, and implementation of
these advances, the truth is that Jim was
able to identify talent and knowledge in
others and put them in an environment
where they could shine. His team was one
of the first (if not the first) power industry
staffing firms to invest in advertising,
tradeshow participation, sponsorship of
industry events, international travel in pur-
suit of domestic business, paying stipends
to key consultants during downtimes, and
the realization that consulting personnel
needed to be treated as key employees.
Most of us who had the opportunity to
work for and with Jim have a bittersweet
bag of thoughts and memories. But, I ven-
ture to say that every one of us, and the
industry at large, is better off for having
interacted with him on both a professional
and personal level. Now, so many years
later, as those who worked with Jim enjoy
so much success, it would be foolish not to
acknowledge his lessons and impact. As
we operate and promote many of Jim’s
best principles, practices, and lessons, I’ve
grown to realize that if he were still with
us today, a very heartfelt “thank you”
would be fitting. And, I believe that a
thank you would be just as fitting from the
industry at large.
OFFERED BY JERRY ROBINSON
Jerry Robinson, Managing Partner for
Strategic Contract Resources, LLC (SCR),
a provider of defined-term personnel and
executive search services for the energy
industry. Prior to SCR, Jerry worked with
Jim and was responsible for all growth ini-
tiatives.
Editor’s Note:
Jerry Robinson is an alum from the
Class of 2011.
BACK ON CAMPUS
IN MEMORIAM – JIM FLANDREAU,CLASS OF 2000
BY JERRY ROBINSON
