TRENA Talks Ep. 05: “Leadership really does matter - Green Energy in the Face of Headwinds”, a conversation with Steven Parker, Leadership Matters

Participants:

Host: Raoul Kubitschek(孔榮), Chairman, Taiwan Renewable Energy Alliance

Co-Host: Y.D. Chang (張雅惇), vice chairwoman, Taiwan Renewable Energy Alliance

Guest: Steven Parker, CEO of Jam On Top. A media, training, and communications consultancy.

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Background:

From 2016 onward, Taiwan experienced a major renewables boom, with rapid growth in solar and offshore wind. The country attracted billions of dollars in domestic and international investment, creating strong demand for skilled labor and abundant, well-paid job opportunities. Companies competed for talent, and workers could freely choose among employers. However, after COVID, the market began to soften. Early warning signs appeared about twelve months ago, but optimism persisted that these were temporary setbacks. Today, the sector has turned sharply downward—marked by layoffs, reduced investment, and an uncertain outlook. Even financially healthy companies are hesitating on new commitments.

Raoul:

The solar industry is, in many ways, depressed. Just last week, amendments to the EIA Laws (環評三法) passed, introducing new requirements for environmental impact assessments on certain solar projects. While the intention is positive, in practice it could halt many developments—essentially creating a dead end for the sector. The industry has already been under significant pressure, and this adds yet another heavy blow.

Taking this to a human level—how would you navigate this crisis as employees, team leaders, and managers? What can we do to get through it?

Steven:

Managing people is fundamentally about leadership. Real leadership means standing at the front, acknowledging what’s truly happening, and showing others how to respond and where to go. It is one of the most important qualities in any organization—companies, governments, NGOs, and even families. Leadership doesn’t always come from a single person, but from the shared values (vision) that guide how we navigate challenges.

When people struggle, they look to their leaders. Leaders must be able to say: “It’s OK,” or “It’s not OK, but here’s the plan,” or even “It’s not OK, and I don’t know what plan is—but let’s figure it out together.” Maintaining the positive energy that we can work through difficulties is a fundamental leadership quality. Bringing steady, positive energy to any kind of activities—while not carrying the burden alone—is what truly defines effective leadership.

Raoul:

In Taiwan, leadership isn’t collapsing, but it has become noticeably harsh. The government may communicate certain messages, yet often does not follow through with action. That is how the industry feels today. They are expected to pave the way for renewables, address climate change, and support the sector—especially given that Taiwan still relies on imported energy for about 96%, a figure that has barely changed.

Because of all that, companies are also under pressure and may feel directionless, unsure of what to do. I fully agree that maintaining a positive attitude is crucial. Team leaders need to understand the situation, recognize the difficulties, and respond appropriately to their team. It’s important to acknowledge challenges honestly—“Yes, this is difficult”—without over-cheering or pretending everything is fine.

Steven:

In situations like this, a leader has two choices. One is to face reality—understand what’s happening, recognize the risks, and acknowledge that the company may struggle. Leaders must give their people time and support, guiding them with patience. True leadership is a continual process of mentorship and coaching.

I have been CEO of several companies, and my role has always been to help people find their next position. Along the way, I aim to gain value from their contributions while they are with me. I want to help people grow so they can move on to the next opportunity. It’s unrealistic to expect someone to stay in the same role or with the same company for 20-plus years.

While you are with me, I want you to contribute value to the company. At the same time, I aim to help you learn and develop the skills needed for your next stage. There are a couple of reasons for this: first, it’s the humane thing to do; second, while effective global leadership doesn’t always begin with support, I believe the fundamental value is to help and support those around you—it not only pays off over time but is simply the right thing to do.

Even though many leaders strive to act with integrity, under high stress they often struggle to do so. Stress reveals a person’s true character. Those who cheat in a golf game are likely to cheat in life. When people behave embarrassingly while drinking, it reflects who they truly are. This is my honest belief: our actions reveal our personality, and fundamentally, what people do reveals what lies beneath.

Speaking of personality, people in Taiwan know the difference between being introverted or extroverted. Even if you are introverted and think socializing isn’t important, there is still value in spending time with colleagues and networking. You don’t have to be funny to have meaningful interactions—you can learn a lot from others, and engage with them. If you aspire to be a leader, spending time with your team is essential, as you can gain insights and thoughts from them.

As a leader, you need to understand your team and what motivates each individual—whether it’s money, recognition, meaningful work, or encouragement. Understanding people is key to inspiring performance and achieving results, and it also works for the partner and family. Sales Handbooks often emphasize accountability and follow-up. 

Accountability involves three things: What is your pipeline? What will you do to achieve it? If you don’t have one, what will you do to build it? Just like, what is your project, and what is the status? If it is behind schedule, what will you do to get back on track? That is accountability. Another thing, leaders must also learn about their people personally—understanding what is going on in their lives and supporting them whatever possible.

Raoul:

In the renewables industry, leadership is often driven by passion. For many, this work is more than a job—it’s a way of life, guided by a genuine desire to make the world better. Because of that, it never stays confined to the workplace. You begin questioning yourself and the broader direction of things, especially when facing major developments like renewable direction shifts in the U.S. or the uncertainty surrounding COP30. At times, it can feel as though no one is truly taking the urgency of these issues seriously, which leads to the deeper question: “What am I really doing here?” After five years in the field, the future feels increasingly uncertain. The landscape is changing rapidly, priorities are shifting, and the sense of purpose that once felt clear now requires re-examining.

Steven:

Basically, the renewables industry is defined by two forces. First, it’s a business—companies need returns and must stay financially viable. Second, it’s driven by passionate people who genuinely want to make a difference. On the government side, the industry is often treated almost like an NGO: companies are expected to help save the planet. But businesses still need to earn money, even if they believe in the mission.

Many people working in renewables are motivated by purpose—they believe it’s the right thing to do. Yet in Taiwan, it increasingly feels as though the work has become purely transactional, with less momentum tied to the broader impact. That is the reality many now sense: while we aim to help save the world, this is still a business, and it must be treated as such.

Raoul:

I think this is a good way to describe the situation. Even environmental NGOs find the current landscape challenging. Solar energy discussion is widely seen as a positive development, but the rapid expansion or large financial involvement have raised concerns. That is why stronger regulatory frameworks are increasingly necessary.

In offshore wind, there were serious conflicts between the government and developers over the feed-in tariff (FIT). It may have generated further complications, and suddenly turned into a hard-ball negotiation for all parties involved, making it difficult to know—or even imagine—what was happening behind the scenes on the government side.

Steven:

Ideology is often overtaken by commercial realities. To truly sustain the sector, success now requires being commercial as much as principled. Much like decades ago, when inspiration existed without a clear business path, renewables today are moving from idealism into full commercialization. In Taiwan, this transition is increasingly felt on a human level, as companies retrench, downsize, or reshape operations for commercial reasons. The tension arises when decisions are framed as ideological but driven by economics—revealing a fundamental mismatch.

Raoul:

This feels like an accurate description of where the sector is today. I’ve been in renewables for four to five years, and I’m uncertain whether my career in the industry will continue. If I’m in a mentoring position while the industry itself is contracting, what advice would you give?

Steven:

I believe you should never be afraid to change. Just because you have been trained as a lawyer, doesn’t mean you have to remain a lawyer for the rest of your life. You can shift paths when passion leads you elsewhere. I have a friend who studied psychiatry and is now a full-time painter. When you truly have passion for something, it’s worth pursuing.

When you hit a roadblock, you need to ask yourself how committed you truly are to the industry. If you have a family or others depending on you, you may need to make a difficult decision: Should I continue in this field? If the honest answer is “No,” don’t be afraid to admit it. You have to look at the skills set you already have beyond this industry, think of the things you can do—management, engineering concepts, project management, languages; these abilities are transferable and can open doors in many other fields.

You need to take a hard, honest look at yourself—an internal audit. What skills do you have? What can you do? What do you know? List these out and consider what other industries or roles they might fit. If you want to stay in your current field, you must continue to upskill; every profession evolves, just like law. If you don’t keep learning, you’ll be left behind.

Apart from job skills, networking is also essential—and it should start long before you need a job. A strong network can make all the difference; I’ve never had to apply for jobs because opportunities always came through my network connections. When unemployment becomes a concern, how you use your time becomes crucial in the job interviews. Volunteering is also an excellent way to build meaningful relationships while contributing to a worthwhile purpose. Ask yourself genuinely, “If you were an employer, would you employ yourself?” If the answer is “Maybe”，then don’t wait—invest in yourself and become the version you’d proudly hire.

YD:

At a time like this, frustration is natural. There’s a growing sense that we’ve lost collective direction, and that the government no longer prioritizes this work as it once did. It can feel as though, no matter how hard we try, we have little leverage to move things forward. Yet this is precisely when we must focus on what remains within our control. Every small step and every sustained effort helps maintain momentum and motivation. Getting through this difficult period is critical.

Steven:

I agree that staying motivated is important. Too many people tie their identity to a single aspect of their lives. When you pour everything into work and measure your self-worth solely by your job, it can become a dangerous place to be. Because if your title or position is taken away, you’re left facing the real question: Who are you without your job?

I’ve been fortunate to be in a place where—even if you take away my title or my job—I still feel that Steven Parker has value, no matter what. I’ve invested my time in many other parts of life: volunteer work, Chambers, nonprofit organizations, fundraising for free, maintaining networks, hosting podcasts, playing music. All of these experiences give me a sense of personal worth. People need to find their value in many places—not just in their jobs.

People can sense it—employees can smell desperation about their employer immediately. When you rely on your job title or a false sense of power, it shows. When you work from a grounded sense of personal value, not from a position of power or authority, ultimately people will naturally want to be around you. In the end, people don’t hire others just for their technical skills. They hire the person—the attitude, the energy, the integrity behind the skills.

Raoul:

How much has sustainability been adopted across Taiwanese communities, society and markets?

I am more involved in community work than in sustainability. While all of Taiwan is increasingly focused on sustainability, over the past 15 years I’ve noticed significant changes within Taiwanese communities. Around 20–45% of people now recognize the value of sustainability—they’re interested in things like brand storytelling, fashion redesign, and creative initiatives. Artists, musicians, and KOLs genuinely want to support sustainable products and add value to them. If you look at the marketing front—through KOLs and influencers—it reflects how society is gradually embracing sustainability. Ultimately, the whole community is the way forward.

One interesting insight is that sustainability cannot replace value. When you create something sustainable or renewable, it must be able to add value to the energy chain on its own. Being renewable or sustainable isn’t enough—just as with consumer products. From my experience, if the product isn’t something people actually want, it doesn’t matter how sustainable it is.

For mass-market adoption, the first priority is a good product—reliable and valuable—followed by sustainability. From my experience in the beverage industry, the brands that succeed are those that taste great, look appealing, and sell well. Sustainability can be part of the marketing strategy, but at its core, the product itself must deliver real value.

Conclusion:

In the renewables sector, as in any industry, passion and purpose are vital—but they must be balanced with commercial realities. Idealism alone cannot sustain a career or a business; real impact comes from creating value, delivering reliable solutions, and maintaining personal integrity. Sustainability matters, but it cannot replace value—whether in energy or consumer products.

In Taiwan, sustainability is gaining traction, but true adoption occurs only when value leads. Great products win people over first, and sustainability elevates their significance—not the other way around.