When the directors of Southwest Rural Electric Association were looking to replace their retiring CEO, they didn't have to search far for a replacement.

Lambert's roots in the community and managerial experience made him a perfect fit for the job, says Board President Ronnie Swan. Lambert was selected after a months-long process, edging out several other candidates and taking his position as CEO in January.

“He had about 30 people reporting to him at AT&T ... and was very engaged on the board," Swan says. “The timing was right, and he was the right man for the job."

'Extremely rare'

It might seem like a boardroom would be an ideal launching pad for a co-op's next senior leader, especially in a rural community. In fact, “it's extremely rare," says Pat Mangan, NRECA's senior principal of governance education.

“It's more of a demographics issue," he says.

“Traditionally, the average age of a director is 62. More often, we'll see a retired CEO seek a board seat."

“Dan's knowledge on the board side of the equation will be invaluable to him," Mangan adds.

Before Lambert joined Southwest REA's board in 2014, he admits he was a co-op member but “wasn't real plugged into the co-op." But as a rancher, water district and cemetery board member, and music minister at his church, the co-op knew about him.

One day he got a call from a co-op director asking if he'd consider serving on the board. He thought about it, and in the end, listened to his “servant's heart."

“I knew how important the co-op was to people around here and felt I could bring a useful perspective, especially with my background in agriculture and utilities," Lambert says. “I've always appreciated the co-op model—neighbors working together and making decisions locally. Joining the board was a way to contribute and help shape our future."

Right away, Lambert immersed himself in acquiring as much co-op knowledge as he could. He earned Director Gold status—the highest level of credentials and leadership training that co-op directors can receive from NRECA—several years ago.

“It reflects a commitment to staying sharp and taking the responsibility seriously," he says.

'A whole different view'

A competitive job market and a booming stock market have led to turnover in the higher ranks, forcing Southwest REA's directors to hire five CEOs in Swan's 20 years on the board; Lambert is his first CEO hire as president.

“We've had good CEOs, but they've either retired or used us as a steppingstone to greener pastures," he says. “It's a big process to hire CEOs, and it's our biggest task."

The director-to-CEO learning curve has been “a busy but rewarding transition," says Lambert, who's drawn on his varied experience as a board member, manager and community leader.

“One thing I picked up on real quick was as a board member, you get a view of the co-op about one day a month. But as a manager, you're seeing it 24 hours a day. It's a whole different view."

While he's had to learn new terminology and industry acronyms, one aspect of his new job is pretty much the same: “Managing people is managing people."

Like all good managers, Lambert is taking time engaging with Southwest REA's 31 employees, directors and co-op members. Their feedback has helped him appreciate the co-op's history and culture in order to prepare for what's to come.

“My goal is to build on what's already working well and look for steady, thoughtful ways to improve," he says.

“With big changes coming in our industry over the next decade, we're also spending a lot of time planning," he says. “It's a big responsibility, but in many ways it's a natural extension of the work I've been doing for the last 25 years. I like the challenge, and I feel right at home. I'm thoroughly enjoying myself."