Harnessing Authenticity in Leadership w/ Abby Hopper

Insights from Abby Hopper, President and CEO of Solar Energy Industries Association. This article comes from my conversation with Abby on the Renewable Storytellers podcast. Listen to the full episode here.

In an industry where technical expertise and policy knowledge often dominate the conversation, one renewable energy leader has discovered that vulnerability and authenticity can be powerful tools for building connections, inspiring teams, and advancing the clean energy mission. The question for many executives isn't whether authenticity matters, but how to balance genuine self-expression with the responsibilities of leadership in a highly scrutinized industry.

I recently spoke with Abby Hopper, President and CEO of the Solar Energy Industries Association (SEIA), about her journey toward authentic leadership and communication. As the head of America's primary solar trade association, Abby leads efforts to expand the role of solar and energy storage in our energy future. Her career path includes serving as director of offshore energy development for the U.S. Department of the Interior, heading Maryland's Energy Administration, and working in both public and private legal practice.

What makes Abby's approach particularly compelling is how she's transformed from a traditional executive communicator into someone known for her authentic voice on LinkedIn, where she shares both industry insights and personal perspectives. Her willingness to pull back the curtain on leadership challenges, family life, and the human side of running a major trade association has created unexpected connections and demonstrated a new model for executive authenticity.

Our conversation revealed valuable insights for renewable energy executives looking to lead more authentically while maintaining professional credibility and advancing their organizations' missions.

Defining Authenticity in Executive Leadership

When I asked Abby to define authenticity, her response captured something many executives struggle to articulate: "It's one of those things that you know it when you see it." But she went deeper, describing authenticity as "telling it like it is" with "a lack of pretense" and "not taking yourself too seriously."

For Abby, authentic leadership means "not leading with an agenda but leading with an emotion or a feeling or a perspective." This approach stands in stark contrast to the corporate communications playbook that many executives follow, where every message is carefully crafted to avoid risk or controversy.

The challenge for renewable energy executives is that authenticity can feel risky in an industry where policy positions, stakeholder relationships, and public perception carry significant consequences. Yet Abby's experience suggests that audiences can "sniff out" inauthentic communication, making genuine connection more effective than polished corporate messaging.

"I feel like I can sniff out people who are not being very authentic," Abby explained. "Other people can be like, 'they're gonna blow hard' or 'just reading the corporate talking points.'"

"I feel like I can sniff out people that are not being very authentic"

The Evolution of Abby's Personal Brand

Abby's journey toward authentic communication didn't happen overnight. "It is absolutely developed over time," she emphasized. "I think I'm probably more aware of it now than I have been in the past, but I have for a long time thought about how I show up in the world."

This evolution challenges the notion that personal branding is either natural or impossible to develop. Instead, it suggests that authentic leadership communication is a skill that can be cultivated with intention and practice.

The turning point for Abby came when she began sharing more personal content on LinkedIn, moving beyond industry updates to include stories about motherhood, leadership challenges, and the human experiences that shape her perspective. Initially, she questioned whether anyone would want to hear about her experiences beyond solar deployment statistics.

"It was sort of hard to imagine that people would want to hear what I had to say," she reflected. "Like, sure, I can tell you how many solar projects have been deployed, and people always want to know that. But does anyone really want to hear what I have to say about being a mom with three kids or being the only woman in the room?"

The response has been overwhelming, revealing what Abby describes as a hunger for "human-to-human connection" in professional settings.

The Power of Vulnerability in Leadership

Perhaps the most striking aspect of our conversation was Abby's description of how sharing vulnerable moments created unexpected connections throughout the renewable energy industry. When her mother passed away, the response from her professional network surprised her.

"The number of people, not only that reached out to empathize and express their sympathy, which I really appreciated, but also just share their own stories," she explained. The outreach wasn't transactional—people weren't expecting anything in return. "It is really an outpouring of connection."

This experience illustrates how vulnerability in leadership can create space for others to share their own experiences and challenges. When Abby wrote about one of her children having a difficult time, colleagues sent cupcakes and flowers. When she discussed "Sunday Scaries"—the anxiety many feel before returning to work—senior executives privately confided that they experienced the same feelings.

"I cannot tell you the number of people, grown men who have been confirmed by the United States Senate, who pulled me aside to say, "I feel that way too. I would never tell anybody, but I feel that way too."

These responses reveal how authentic leadership communication can address isolation and create community around shared human experiences, even within professional contexts.

Navigating Criticism and Setting Boundaries

Authentic communication inevitably attracts criticism, and Abby has faced questions about whether her personal sharing is appropriate for an executive. Some have suggested that her approach undermines her reputation or that no one will take her seriously if she talks about changing clothes in rental car bathrooms.

Her response demonstrates the confidence required for authentic leadership: "I've had to kind of decide who gets to be the arbiter of what's appropriate. And I decided it was me."

This decision required accepting responsibility for consequences while maintaining conviction about her approach. "I'm the boss of me and I'm also very comfortable making my own decisions and if people don't like them, living with the consequences."

Importantly, Abby noted that her lived experience contradicts the criticism. People "of all political persuasions, of all genders, of all races, of all ages, of all job categories" reach out to connect, even if they don't always comment publicly.

When faced with persistent critics, she asks a simple question: "Why do you keep reading it? It's really easy to scroll past it or block it or whatever, but you read it every day and you get agitated because you think I'm not being appropriate."

Strategic Authenticity: Knowing When and How to Share

Abby's approach to authentic communication isn't without boundaries. She's developed clear guidelines for what she shares and how she shares it, demonstrating that authenticity doesn't mean oversharing or lacking strategic thinking.

"I often will write something and then pause," she explained, referencing a necklace she wears that says "pause." "Give it 10 minutes, give it overnight. Especially if I'm pissed off or angry about something and go back and reread it."

She's also careful about how she writes about others, particularly her children. "I write about my story as it relates to them, but I don't write about their stories. That's not my business." This distinction—sharing your own experience rather than presuming to tell others' stories—provides a useful framework for executives navigating personal disclosure.

Most importantly, Abby keeps her primary mission in focus: "My job is to make sure that solar is the largest source of energy generation on our grid. And I'm not going to do anything to impair that."

This mission-first approach means that even when she feels strongly about issues, she considers whether speaking out might impact her ability to advance solar energy. "Even if it's an issue over here that I feel really strongly about, if I think it's going to impact my job, then I'm not going to do that because I have a job to do."

Bringing Authenticity to Organizational Leadership

Abby's authentic communication style extends beyond social media into how she leads SEIA and communicates with her team. Her approach demonstrates how vulnerability and transparency can strengthen organizational culture and decision-making.

When facing difficult or challenging situations, she starts meetings by acknowledging emotions: "How are folks feeling? Let's do that first." Sometimes this means giving the team "five minutes" to "bitch as loud as you can" about frustrating developments before moving to problem-solving.

"I don't need to spend half the time on that, but I do think acknowledging that people have feelings and are showing up with those feelings has been a super effective tool for me."

Transparency extends to organizational operations as well. Abby shares the budget with the entire staff, briefs everyone after board meetings, and explains difficult decisions like COVID-related budget cuts. "There is something about being transparent, being honest, being thoughtful, dare I say authentic about the decisions that you have to make."

This approach doesn't mean avoiding difficult decisions or seeking consensus on everything. Instead, it means explaining the considerations and communicating decisions clearly once they're made. "I understand that uncertainty is incredibly comfortable."

Leading with Vision, Not Just Authority

One of the most valuable insights from our conversation was Abby's perspective on what motivates people to follow leaders. Drawing from executive coaching, she shared that "people think that the common wisdom is that folks follow individuals and he believes that folks follow vision."

This principle shapes how she approaches both organizational leadership and industry communication. Rather than relying on positional authority ("we have to pass the IRA because I said we have to pass the IRA"), she focuses on articulating compelling visions of the future ("we have to pass the IRA because it's going to fundamentally change how we fuel our economy").

At SEIA, this vision-driven approach translates into clear goal alignment throughout the organization. "Everyone has corporate goals, and then every department takes those goals and makes departmental goals. And then every person takes their departmental goals and makes their individual goals."

The result is that "every single person who works here understands how what they're doing on the daily effectuates the strategic goals of the organization."

Creating Inclusive Industry Narratives

Leading a trade association requires building coalitions across diverse stakeholders, and Abby's approach to industry storytelling reflects her understanding of inclusion and representation. When asked how she brings a unified vision to an industry with hundreds of thousands of participants across different backgrounds and roles, she emphasized the importance of helping people see themselves in the narrative.

"I think that the most effective way to tell that story is to find a way for each person to see themselves in it," she explained. "We don't tell a story only of technology, or only of engineering, or only of construction."

This inclusive approach recognizes that the renewable energy industry attracts people from diverse educational and professional backgrounds. Abby herself majored in history and women's studies—not the typical path to leading a solar trade association. "Being in the solar industry is not a natural leap," she noted, "but I see myself in this industry."

The key is painting "a picture of a future and of a goal that is inclusive of all these different things and not get too narrow-minded about one element."

Responsibility and Privilege in Authentic Leadership

Throughout our conversation, Abby emphasized how her position creates both opportunities and responsibilities for authentic communication. "I do have a ton of privilege. I've been in this role for eight years. I have a platform that not everyone has."

This awareness shapes what she chooses to speak about and how she uses her voice. For example, she advocates for practical workplace changes like not scheduling meetings during childcare drop-off and pick-up times. "It's different for me to say it as a CEO than it is for a new mom or a new dad to say it."

Her willingness to address issues like sexism in political discourse similarly reflects this sense of responsibility: "I can speak up and say that. Don't you dare. But if I was new in my career or something, I might worry that that would be not well received."

This perspective offers valuable guidance for executives at different career stages. Abby didn't begin sharing personal content on LinkedIn until after six years in her role and after the passage of the Inflation Reduction Act. "I built up some political capital and some reputation and some trust and some clear ability to deliver results for my industry."

Practical Guidance for Executive Authenticity

For executives considering more authentic communication, Abby offers practical advice that acknowledges both opportunities and risks. Her guidance focuses on gradual experimentation rather than dramatic changes.

"You don't have to go flying off the edge of the diving board," she suggested. "Put your toe in the water, share something that is like... I often start my LinkedIn posts with a personal anecdote that leads into an observation about the industry."

She also emphasizes that authentic communication doesn't require social media. "Your brand can be within your company or within your clients or within your network." For people earlier in their careers, she suggests practicing in professional organizations, industry groups, or company settings before committing to public platforms.

The key principle remains personal ownership of decisions: "You get to be the arbiter of what makes sense for you. And you are not making a lifetime commitment. You're posting one day."

The Mrs. Perchinsky Test

One of the most memorable frameworks from our conversation came from Abby's time working with former Maryland Governor Martin J. O’Malley, who would evaluate communications using what he called the "Mrs. Perchinsky test." Mrs. Perchinsky was a fictional older Baltimore resident living in a row house, representing the general public.

"If Mrs. Perchinsky can't understand it, you're not telling it right," O'Malley would say. This test forced Abby and her colleagues to move beyond insider language and technical jargon to communicate in ways that real people could understand and connect with.

This principle remains relevant for renewable energy executives who often communicate across diverse stakeholder groups—from technical teams to community members to policymakers. The challenge is translating complex industry concepts into narratives that resonate with different audiences while maintaining accuracy and nuance.

Building Trust Through Consistency

While Abby's authentic communication has attracted attention, its effectiveness stems from consistency between her public persona and her leadership approach. The vulnerability she shows on LinkedIn reflects the transparency she brings to organizational leadership. The personal stories she shares connect to broader themes about inclusion, leadership challenges, and industry progress.

This consistency builds trust because stakeholders can see that her authentic communication isn't a marketing strategy—it's an expression of her genuine leadership philosophy. When she writes about the challenges of balancing motherhood and executive responsibilities, it connects to her advocacy for workplace policies that support parents. When she shares her own learning experiences, it reflects her approach to organizational development and team building.

The Future of Authentic Leadership in Renewable Energy

As the renewable energy industry continues to mature and face new challenges, Abby's approach suggests that authentic leadership communication will become increasingly valuable. The industry's success depends not just on technological advancement and policy support, but on building trust with diverse communities and stakeholders.

"We're in a period where we might have to decide which hills we're going to die on," Abby noted, acknowledging that future challenges may require difficult decisions about when and how to use authentic voice.

Her approach demonstrates that authenticity doesn't mean sacrificing strategic thinking or professional effectiveness. Instead, it means bringing genuine human connection to leadership while maintaining clear focus on mission and goals.

For renewable energy executives, this model offers a path toward more effective stakeholder engagement, stronger team relationships, and greater industry trust. The key is finding the balance between genuine self-expression and strategic communication that advances both personal leadership and industry progress.

Final Thoughts: Authenticity as Strategic Advantage

Abby's journey illustrates how authentic leadership communication can become a strategic advantage rather than a professional risk. By sharing genuine experiences and perspectives, she's built connections throughout the renewable energy industry that extend far beyond traditional networking.

Her approach challenges the assumption that executive communication must be polished and risk-averse to be effective. Instead, she demonstrates how vulnerability and transparency can create trust, inspire teams, and advance important missions.

"I love my job with a passion," Abby shared, describing how authentic communication has deepened her connection to her work. "I love my job and then I started doing this storytelling... and my heart grew and I love it more and it's just brought me so much joy."

For renewable energy executives looking to build more effective relationships with stakeholders, inspire their teams, and advance the clean energy transition, Abby's approach offers a compelling model. The challenge isn't whether to be authentic—it's learning how to bring genuine human connection to leadership while staying focused on the critical work of building a sustainable energy future.

As the renewable energy industry faces continued growth and new challenges, leaders who can combine technical expertise with authentic communication may find themselves better positioned to build the coalitions, inspire the teams, and engage the communities necessary for long-term success.

This article is based on a conversation with Abby Hopper, President and CEO of Solar Energy Industries Association. This article comes from my conversation with Abby on the Renewable Storytellers podcast. Listen to the full episode here.