One day, when I was an MPA student struggling with the choices facing a typical 22-year-old with respect to career path considerations, I decided to take a course in local government management. The late, great Bob McEvoy taught the class. At the time, I did not know what a city manager was, let alone what the typical job in the profession entailed. Over the course of a semester, I not only learned about local government management, I gained a mentor—one I was connected with for decades after that class, who would leave an indelible mark on my life, and who would instill in me a personal desire to serve as a mentor to others. 

Mentorship is a strategic tool to address talent gaps, succession planning, and leadership development. It is also, like volunteerism and civic engagement in general, one of those activities that is mutually beneficial. The mentor stands to gain from the experience and from sharing ideas. And the individual receiving the mentorship has a seasoned sounding board to rope in as they progress in their career. The concepts, too, are aligned with the mission of advancing professional local government management.

Within the realm of public management, mentorship can take many forms. Professor and student. Long-time tenured employee and the “newbie.” Two professionals connected through a professional association. Coaching and skill-building. Shadowing experiences and a trusted voice. Peer to peer, with one new to the state, level of government, or size of jurisdiction. Mentorship can bridge the gap between seasoned professionals and emerging leaders just as much as it can foster institutional knowledge transfer within an organization. Relationships that are then built can enhance engagement and retention, particularly among next generation leaders. 

As with any focused initiative, mentoring programs can present key challenges. Examples include: 

• Limited resources, time, or bandwidth.
• Resistance to change or adopting mentorship programs.
• Generational differences in expectations, communication, and styles.
• Logistical concerns on how to structure or format a program.  

Solutions, based on my firsthand experiences, in addressing the above challenges can include these actions and activities:

• Integrating mentorship into leadership development strategies at the local level.
• Leveraging the amazing technological resources we now have at our disposal for virtual mentoring opportunities.
• Showcasing success stories in social media and print publications.
• Partnering with professional associations in the development of formal programs.
• Encouraging next-generation initiatives at conferences and seminars.
• Focusing on the mentorship itself, not on specific structural “must-haves.” 

The benefits of mentorship are profound.  For the individual being mentored, there is the possibility of accelerated career growth and skill development. There is also access to networks and connections and thus, ideally, additional opportunities within the career field of public administration. For the mentor, there is the joy in sharing your wealth of knowledge and the personal fulfillment that comes with this type of experience. 

My mentorship path was rooted in my foundational experiences of being mentored myself, as exemplified through the association I made with Bob, but also separately with the first boss I had in county government, Nick Mazza, former Livingston County administrator. While these were not formalized to the extent that a label was placed on the two relationships, they were certainly operated like a mentorship arrangement, and I grew tremendously as a professional because of these connections. 

 When I look back at my experiences, I benefited greatly from people stepping up for me and serving as mentors and giving their time, attention, and ear to me as an aspiring leader. I felt like I owed it to the profession and the community of local government management to do the same, and by doing so, honor the legacy of Bob and Nick and others like them who exemplified the mentor role. That is why I started the Next Local Government Leader program. This mentorship program is focused on ensuring that aspiring leaders from underrepresented groups have access to mentorship opportunities. The program includes 1:1 mentorship, regular touch-base calls, resume review/cover letter suggestions, job search assistance and interview prep, networking recommendations and career sessions monthly. I still recall the day, and where I was, when one of the individuals in my program called me to tell me she received a job offer for a position she was most interested in—and the joy I experienced. I am not sure who was more elated! 

As I write this post in January during National Mentorship Month, my hope is that others will pay it forward and assist younger professionals on their career journeys. I encourage public managers to embrace mentorship as both a personal and organizational priority. These programs have the potential to have a transformative impact for both you and your personal development and the professional development and career growth of those being mentored. A true win-win!