As local government leaders and practitioners, we are never short on the myriad challenges we constantly face and must effectively manage and resolve. Needless to say, as we continue through 2017 to formulate new budget cycles, our report cards of 2016 might be fresh on our minds.

Did we perform poorly, maintain mediocre status quo, do a good job? Or, did we deliver our programs and services to our respective constituencies at levels of service that are nothing short of great and with a spirit of excellence?

As leaders and practitioners who are committed to a life of public service, we can never prescribe to—or subscribe to—a culture of "good enough." Rather, we should expect and constantly aspire to greatness—first of ourselves, and then of the people we lead.

A Spirit of Excellence

To borrow words from Jim Collins' book Good to Great, to raise the stock of local governments across the nation, we must pursue a spirit and culture that is productively neurotic, self-motivated, and self-disciplined. We must wake up every day, compulsively driven to do the best we can and seek to infuse this culture within our DNAs.

Lack of resources is no excuse for lack of rigor or a culture of greatness. We must, therefore, hold ourselves accountable for the timely and effective manifestations of the greatness that dwells within us as individuals, organizations, and communities.

When we fully embark upon this benchmark, we will reject the notion that "good enough" is good enough. Rather, we will seek to become great by choice.

As Collins goes on to elaborate, greatness is not a function of circumstance; rather, it is largely a matter of conscious choice and discipline. As local government administrators, we can indeed choose to be disciplined enough and reject being just good enough. We can choose to plan, develop, and implement programs and services that make our organizations, and by extension the communities we serve, great places to work, live, and play.

We grade ourselves, however, as we reflect upon our past performances, and it is important to realize that the absence of failure does not constitute the presence of success.  Departure from mediocrity does not mean arrival at greatness.

Last year's implementations are now behind us. How did we measure when compared to the previous year? Can we account for real growth and achievements, or, did we just hover?

Do our goals and aspirations for this year outpace our greatest prior achievements, or will we set the bar low in hopes of taking the path of ease and least resistance? While it is indeed wise to first consider the cost, let us not be deterred by it, as greatness never goes on sale.

A Willingness to Challenge Ourselves

As local government leaders and practitioners, let us not be afraid to challenge ourselves to attain and maintain levels of sustained greatness.

Let us remind each other along the way that we have to work hard and tirelessly to earn consistent levels of greatness as faith without work is fruitless. As public servants, let us also encourage each other and extend helping hands along the way. Keep in mind that a great measure of success is how we are able to propel others to greatness.