The screech of a grinder and the echoing chamber of an empty manhole—an unlikely place to find a calling. Yet, amid the grit and grime of machinery and utility construction, my path to public service began. It was a journey shaped by passion, mentorship, and an innate desire to do good—values that would later align seamlessly with the ICMA Code of Ethics.

I never envisioned that I would help lead a city one day. I was a self-proclaimed high school slacker, more at home in my grandfather’s machine shop, surrounded by the sparks of a welder and the precision of a lathe. I was perfectly content with who I was and where I was. College and office work seemed worlds away.

But life, as it often does, had other plans. At 26, I felt a pull toward something new. I traded the familiarity of my grandfather’s machine shop for the rugged world of underground utility construction. A year later, a chance encounter with city inspectors on the job planted the seed of public service. Their meticulousness, as well as their dedication to safety and quality, resonated with me. I admired their commitment to the community, and they, in turn, recognized my honesty and work ethic.

Encouraged by these inspectors, I applied for a maintenance worker position with the city of Paso Robles—my hometown, which I knew and loved. Despite the 30% pay cut, a voice inside urged me to take the leap. This wasn’t a calculated career move; it was about belonging, about contributing to the community I knew and loved.

That job opened unexpected doors, including a path to higher education. To become a certified water distribution operator, I enrolled in a community college course. Suddenly, I was a student, surrounded by eager learners, and a thirst for knowledge I never knew I had was awakened. This “aha moment” propelled me to pursue more courses and eventually earn university degrees.

My true transformation, however, came with the arrival of Fred, our new public works director. He saw potential in me that I didn’t recognize in myself. It began when Fred visited a job site where we were repairing a water well. While others gathered around to chat, I stayed focused, organizing and cleaning to prepare for the next steps. Later, Fred called me into his office. He commended my work ethic and told me to keep it up.

Fred became my mentor, pushing me beyond my comfort zone, assigning me tasks that seemed far beyond my pay grade. He saw my instinct to prioritize community needs and to serve the public’s best interests, and began entrusting me with leadership roles, forcing me to make decisions and learn on the fly.

Inspired, I sought new challenges, advancing from maintenance worker to water system operator in Sunnyvale and then to superintendent in Redwood City. Each step honed my skills and deepened my understanding of public service.

When the opportunity arose to apply for director of public works in Concord, I felt ready. For the first time, an executive-level position didn’t feel unattainable. The recruitment brochure’s description of the “ideal candidate” matched my strengths: a proactive problem-solver with a knack for finding solutions. To my delight, I got the job.

However, the leap from superintendent to director wasn’t as smooth as my previous transitions. While I excelled at solving problems, I underestimated the importance of relationship-building. The “soft skills” I needed to thrive in a department head role were a blind spot. I learned the hard way that jumping straight into “fix-it” mode without building trust and consensus left me struggling.

Fortunately, I found another mentor in Valerie, my city manager. She guided me, formally introduced me to the ICMA Code of Ethics, and helped me refine my leadership approach. At one point, I was facing significant challenges with labor relations, largely due to my communication style. Valerie recognized my inherent commitment to prioritizing the community’s needs and serving their best interests. However, she also saw that I needed to refine my approach. Through her mentorship, she helped me develop the skills to communicate more effectively and build stronger relationships.

Valerie’s mentorship has been invaluable, shaping me not only as a leader but also as a person committed to ethical and effective governance. Her belief in me and her coaching fostered growth that extends beyond my career, strengthening my ability to serve with integrity and purpose.

My journey has become one of continuous growth and alignment with ICMA’s mission to create excellence in local governance. Each role, each mentor, and each challenge shaped me into the leader I am today.

To aspiring leaders, I offer this advice: Embrace your passion. Seek out mentors who believe in you. Never stop learning. Give back by helping others grow. And above all, act with integrity, for leadership is built on trust.

Public service is more than a career; it’s a calling. The rewards are immeasurable, and I am grateful for every twist and turn that led me here.

JUSTIN EZELL is assistant city manager of Concord, California, USA.