Introduction
Welcome to the third episode of this blog series from the International WaterCentre (IWC).
Water leadership is an essential process to ensure that teams, projects, programs and processes of change are successful. Water leaders work collaboratively to achieve a common direction and sense of purpose, to align resources with that direction and generate motivation and commitment to success (read more here). They require particular skill sets and behaviours to be effective in this work, skills and behaviours that can be developed through a mix of approaches including conscious practice, feedback, coaching, mentoring and learning from research about what works and why.
The purpose of this blog series is to profile emerging water leaders globally, their practices, and how they go about improving their capabilities through leadership development in various ways. Through this our aim is to build wider appreciation of the value of engaging in water leadership development, and ultimately to foster the growth of water leadership capacity globally.
Meet Kathryn from the Department of Water and Environmental Regulation
In this third episode of the blog we talk with Kathryn Buehrig, Principal Water Planner with the Western Australian (WA) State Government Department of Water and Environmental Regulation (DWER). Kathryn completed the IWC’s Water Leadership Program (WLP) in October 2024, earning a Certificate of Excellence. We will start off by building a picture of Kathryn’s backstory – how and why did she move into the water sector and the role that she occupies with DWER?
Her journey into the water sector wasn’t a straight line. From an early inspiration sparked by dolphins in Western Australia to leading diverse teams tackling complex water planning challenges, her story is one of passion, adaptability, and a commitment to personal and professional growth.
“When I was 14, I went on a family holiday to Monkey Mia in WA — it’s where dolphins swim into shore every day to interact with people. I met scientists working with the dolphins, one of them an environmental scientist. From that day on, I was set on studying environmental science.”
“I thought I’d be working with critters — endangered animals, conservation work — but when I left University, I took a Green Corps traineeship doing on-ground works like fencing, weeding, and waterways restoration. Through that, I met someone from the Water and Rivers Commission. They mentioned jobs going in water licensing, and that’s how I found my way into the State Government.”
“Over the years, our Department has changed names multiple times with machinery-of-government changes, but I’ve stayed connected to the water space. It’s the variety, the constant learning, and the challenges — especially with WA’s unique reliance on water and the impact of climate change in the southwest — that keep me passionate. This year marks 25 years since I started with the Department and issued that first water licence. That sounds like a long time, but it’s gone fast. I’m still learning and enjoying tackling WA’s water challenges”
How has investing in leadership development impacted you and your work?
“A Certificate IV in Leadership gave me the nuts and bolts — project management, HR, budgeting, systems — but the Water Leadership Program was where I really unpacked self-leadership and confidence. I realised that just because I don’t look or sound like other leaders I’ve had, it doesn’t mean I can’t lead. I can do it in my own way, bringing my own sense of self.”
“That change in confidence has been huge. It’s made me more willing to step out of my comfort zone — like asking to act in the Principal Water Planner role. It felt uncomfortable to even ask, but it paid off.”
“Leading a small, diverse team — from a near-retiree to a new graduate — has been a great space to apply what I’ve learned. It’s not just about program planning or deadlines. It’s about recognising people’s strengths, putting them in the right places, and encouraging their own self-leadership.”
“Even outside of work, I have been able to apply what I’ve learnt — whether in parenting or volunteering with my choir — where it’s about cultivating confidence and nudging people to try new things.”
What are the most challenging aspects of leadership for you?
“Navigating organisational change is one of the hardest things. We’ve had repeated restructures, a move to hot-desking, flexible work — people get change fatigue. Especially when you’ve been through it before, it’s easy to slip into ‘here we go again’ thinking. My challenge is to model positivity and keep my team resilient and engaging in ‘above the line’ behaviours.”
“The other challenge for me is influence — making sure water planning gets the attention it deserves in a political environment where other priorities dominate. You need allies, good advocacy skills, and the ability to connect what you’re doing to other people’s agendas.”
“The stakeholder mix is diverse: hydrogeologists, climate modellers, developers, miners, other agencies, traditional owners. You need to switch hats constantly — breaking down technical language for some, framing strategic benefits for others.”
“I’ve also learned the value of building on existing relationships, especially with our department’s regional office teams, who already have deep local connections. There’s no point reinventing the wheel — but there’s a huge opportunity in dovetailing with the relationships that already exist.”
What does the future look like in terms of your leadership practice and development?
“I’ve kept my individual leadership development plan updated since the Water Leadership Program — it provides an ideal vehicle for keeping myself on track.”
“Right now, my focus is on developing strategic leadership — pulling together the many pieces of water planning, thinking decades ahead, and making sure we’re future-proofing WA’s water systems. That means getting better at networking across sectors and building alliances that last.”
“Mentoring is a big part of my future leadership practice. I’ve recently become part of our Department’s formal mentoring program, because I wanted to be able to share the leadership skills I’ve been learning in a more formal way. . Seeing my mentee align her work with her passions, having those lightbulb moments — that’s as rewarding for me as it is for her.”
“I’m also looking at models from other jurisdictions, like Queensland’s Strategic Water Initiative, where there’s a clear link between strategic thinking, policy, and cross-sector collaboration. The idea of a state water strategy is gaining traction here, and I’d love to adapt something like that for WA.”
Final reflections
Kathryn’s story is a reminder that leadership is as much about authenticity and connection as it is about technical skills. Her willingness to step forward, embrace challenges, and help others grow embodies the kind of leadership our sector needs — in WA, across Australia, and globally.
More information
If you want to learn more about leadership development then please read more about Water Leadership Program (if you are living in AU/NZ) or Pathway Program (if you are living and working in another country). Contact us on IWC_training@griffith.edu.au for the opportunity to talk through your aims and needs. We are always happy to partner and collaborate.