“a good leader recognizes issues and is proactive in addressing them” - Steve Mermell (Former pasadena city city manager)
1. What does leadership mean, in a local government context?
Steve : While the context may change, I think there are certain leadership traits that are universal. For example, a good leader recognizes issues and is proactive in addressing them. Leaders inspire people and forge a common vision. Leaders help others develop their own skillset. Leaders do the right thing, often at times when doing otherwise would be easier.
As it relates to local government specifically, I think leadership can be more of a challenge because there are many different constituencies and interests including, residents, businesses, employee unions, and elected officials who are not necessarily in alignment as to goals. By contrast, in a private corporation, the bottom line, which is typically measured in terms of financial results, is used to determine success. In local government success is often in the eye of the beholder. This challenge complicates what it means to be an effective leader.
2. There has been a lot written about “leadership,” vs. “management.” Do you agree with this distinction?
Steve : I once heard it said that a good manager does things right, but a good leader does the right thing. That sounds nice, but I don’t really subscribe to it. I see it more as a continuum. Someone can be an effective manager without being a particularly good leader, that is, not exhibiting the traits I referred to in my answer to question 1.
3. What are some skills that are needed to be a leader?
Steve : Certainly, there are skills that are helpful in being an effective leader. These would include strong written and verbal communication skills and attentive listening. However, I also think there are certain traits rather than skills that are helpful as well. It might seem counter-intuitive, but I think people with humility make for good leaders, as they understand their own limits and work to assemble teams of people who bring skills that complement the team.
Incidentally, I’ve worked for people who are the “smartest guy in the room”. That is not being a leader. In fact, it’s a turn off to everyone around them. Only lazy people like having someone tell them how to do their job. Most people want to be asked their opinion and have a role in formulating plans. I see this a lot in my current role as a local government consultant. When conducting a goal setting or strategic planning workshop, city staff always perk up when they are asked to identify how they would further a particular policy objective.
4. What sorts of attributes would you look for, when you want to promote someone, to lead a team?
Steve : People who evidence competence in their job, a willingness to take on additional responsibility and generally don’t rub people the wrong way are good candidates for promotion or to serve as a team leader.
Additionally, I’ve done a lot of hiring over the years. In my last 15 years or so working in municipal government, all the hires I made were at the executive (department director) level. At that level, it’s assumed people have the technical knowledge to do the job and you can usually confirm this from a review of a resume and an interview.
Therefore, my emphasis in hiring was typically on how well the person would “fit” with the team and how well they would treat those who would be reporting to them.
5. Are leaders born or made?
Steve : I’m sure some people are born with the personality to be a natural leader, but I think more often leaders are developed over time. They are people who never stopped learning, who willingly accepted challenges and enjoy working in teams.
6. How is conflict best managed, in a city/ local government context?
Steve : Through open and respectful dialogue and a search for common ground. In a local government setting you often deal with the same people over and over again. As I travel to various cities, staff members can tell me who their anti-development residents are by name or those suspicious of the police or those who want more bike lanes or pickleball courts. You don’t have to agree with these peoples’ positions, but if you’re going to be effective in your job you have to be seen as an honest person who is willing to listen to different points of view.
Look at how fractured our country’s politics are at the national level. It’s largely because there is no true dialogue going on. No search for common ground or even understanding of positions.
7. As city budgets get tighter and there are greater pressures on City Managers to deliver more with less, what are some strategies you have used?
Steve : The demand for services never stops; No constituent ever asks for less service. And no matter how small, every service/program offered by a city has a constituency who will fight to prevent it being eliminated. There are two approaches that I’ve used in the past, 1) use the budget to drive the elimination or outsourcing of non-cost-effective services and 2) ask voters to tax themselves to maintain or expand service levels.
As it relates to the first item, every city should have a five-year general fund financial forecast. When the forecast projects future deficits, it’s time to examine how to reduce expenses. Doing more with less is a myth. The only way to effectively reduce costs in a significant way is to reduce or eliminate services.
Strategically, once some service reductions are identified or perhaps implemented, residents may be open to the second strategy, i.e., approving some sort of measure to increase municipal revenues.
8. What advice do you have for someone who wants to enter local/city government?
Steve : Working in local government is great. Think of all the things cities are responsible for. I can think of no other industry with such a wide range of service lines, everything from public works to public safety, finance, parks and recreation, even utilities. The opportunities for professional growth are huge. I would tell anyone entering the field to always be open to new opportunities and let it be known that you are interested in doing so; develop your written and verbal communication skills; be the person that management thinks of when they need help with something; have excellent attendance; be nice.
9. What are some ways to develop one’s leadership skills?
Steve: There’s a lot of good books out there on the subject. An oldy but a goody is Leaders by Warren Bennis. Also, I think you can learn a lot by watching others. What are the traits of the leaders you admire – try to emulate them. What are the traits of those who are in leadership positions but don’t really lead – where do they come up short? Take a lesson not to make the same mistakes.
10. Any final thoughts?
Steve : Like any skill, leadership takes practice. Look for opportunities. Learn from your mistakes.