My wife and I just celebrated our 13th wedding anniversary. While we are both completely committed to our marriage, the constant responsibilities of work, children (we are expecting #7 in November), church, and hobbies sometimes leave us without much time for each other. We have learned that we must make a conscientious effort, regular time-outs, to fan the flames of our relationship in order to maintain a healthy and happy marriage.
Similarly, this year I celebrate my 10th anniversary since beginning grad school. Just as with marriage, my journey as both an assistant city manager and city manager has been very challenging, yet wonderful and fulfilling. The road has been full of obstacles such as perilous politics, sensitive staffing, and demanding denizens. Sometimes these obstacles can blunt the saw blade of excitement for local government management. I was recently saddened to hear that a good friend left the profession after enduring a politically sensitive and divisive issue. His flame of passion for local government had not been fanned, he had forgotten the reasons why he entered in, and his flame was extinguished.
I celebrated my anniversary with local government this year by taking a “time-out” to attend the Public Executive Institute (PEI) held at the University of Texas at Austin (UT Austin) in April. This was an exceptional opportunity to rekindle the flame of passion for the profession, while at the same time sharpening the saw for the future. I was joined by local government colleagues from around the state who were equally as excited to become better leaders and managers. We were also favored with the weeklong presence of Terrell Blodgett, Dan Johnson, and other professional pillars who have demonstrated exemplary passion for the profession; individuals who burn bright at any milestone. Our daily interactions with these great leaders were one of the highlights of the entire conference.
The Public Executive Institute boasted top-notch instructors who provided real-world discussion resulting in an amazing week of learning and growth. Topics covered industry trends, leadership styles, visioning and so much more. Each of these instructors reminded us of what it takes to strengthen our ability to withstand the occasional turmoil by becoming next generation managers and leaders. For instance:
- Bob O’Neill, Executive Director of ICMA, challenged us to become 21st century leaders by focusing more on external relationships. The next generation of managers must understand influences impacting employment, environment, safety, education, healthcare, infrastructure, technology, politics, etc.
- Shirley Franklin, the former mayor of Atlanta, Georgia, taught us that in order to be a successful leader, we must meet people on their level. Assuming we have the right people on board, we must create an environment where employees feel like they are making a difference. If we are all on the same team then we can truly make a profound difference in our communities.
- Professional consultant Judy Campbell taught that managers are as good as the shared vision of the community. Additionally, a next generation leader must know how to recognize and concentrate on high performers rather than low performers who so frequently take up our time. Top performers are deserving of the highest form of recognition: our time.
- Barry Bales and Joyce Sparks from the Lyndon B. Johnson School of Public Affairs at UT Austin taught us that great leaders understand their emotional intelligence, or the way in which they deal with other people and difficult circumstances. The competent leader has the ability to stay aware of his/her own emotions and manage personal behaviors and tendencies, while at the same time, maintaining the ability to discern and be sensitive to emotions in other people.
- John Daly from UT Austin taught us that a good leader will create conditions for success which are built upon the foundation of storytelling. Stories create an emotional connection in a way facts cannot.
- John Nalbandian from the University of Kansas showed that next generation leaders must understand how to manage in the gap, or that uncomfortable space between the politically acceptable versus administratively sustainable. Politics occur when there isn’t a correct answer, or conversely, a multitude of correct answers. The successful manager understands this gray area and helps the council navigate their options.
The concluding remarks at the PEI were offered by Dan Johnson, City Manager of Richardson and 2013-2014 President of TCMA. Dan taught me that I am not just a city manager: I build communities and forge lasting relationships. Our efforts impact thousands of lives for good.
What a powerful reminder of why we joined this great profession! We are the next generation of leaders. We must fan our flames of passion for local government and ignite those around us. As Mark Twain said, “The two most important days in your life are the day you are born and the day you find out why.” The Public Executive Institute reminded me of the “why.”
(Article submitted by Scott Sellers, City Manager, City of Kilgore. If you have interesting news or helpful topics to share, please submit them to Kim Pendergraft at [email protected]. Please keep the information to fewer than 250 words.)