In the bustling corridors of city hall or county government offices, where decisions can change the course of community life, the deputy city manager or assistant chief administrative officer (ACAO) stands as pivotal figure. Their role is not just a title; it’s a position that carries the weight of responsibility, leadership, and, most importantly, forward momentum for local government initiatives. 

Let’s explore how the ACAO can do a self-assessment to maintain momentum while they navigate the complexities of their role supporting the city manager.

The ACAO’s responsibilities are vast and varied, overseeing departments such as public works, water utilities, community development, and human resources. Each department has its own set of challenges and objectives, which can often lead to competing priorities. A successful deputy/assistant must juggle these demands while keeping an eye on the bigger picture. However, a culture of continuous improvement is imperative. You’re either getting better or getting worse—there is no such thing as staying status quo. (If you think so, then this is your gentle nudge that you’re actually falling behind.)

Here are four key strategies for maintaining momentum and doing a professional temperature check as ACAO.

1. Effective Communication

An ACAO must be an exceptional communicator. They need to convey complex ideas clearly to their organization, the elected officials, and the public. This ensures that everyone is on the same page and working toward common goals. Oftentimes this also includes translation and interpretation. The communication lines between the CAO and the ACAO need to be clear.

• When was the last time you were filmed presenting publicly and then watched it back? Yes, it is a bit painful for most of us, but you aren’t growing unless you’re uncomfortable. If you don’t have the ability to watch it back, have you asked for constructive criticism on how you could improve? Once you know, how are you planning to improve?

• When communicating a complex message across audiences, are you doing so in various formats to ensure the message is heard and understood or do you default to your preferred format to communicate?

2. Building Strong Teams

The deputy/assistant is responsible for mentoring department heads and fostering collaboration among the team. By creating a culture of teamwork, they can motivate staff to work efficiently and creatively toward city objectives. The old saying of, “You’re only as strong as your weakest link,” applies here.

• What professional development is your team doing? Have a conversation with them asking what they learned from a conference or webinar they attended. Is there an opportunity for directors to share with one another as peers?

• Do you know what each of your direct report’s professional goals are? How are you building them up to be the best version of themselves to keep improving?

• When something doesn’t go as planned, have you created a psychologically safe place for your team to download on you? Teamwork makes the dream work, and we solve problems better together.

3. Data-Driven Decision Making

Providing accurate information to support decision-making is critical. An ACAO uses data analytics to evaluate departmental performance and needs and make informed recommendations to the city manager. When you rely on the data and facts to make informed decisions, you remove personal bias and agendas.

• Look at high-performance organizations and see how they have systematic approaches to processes and a culture of continuous improvement. What does your organization do already? Is there something you could initiate and emulate in your community?

• Review the last position you recommended be added to your table of organization to the CAO. On what basis did you recommend it? Understand that data-driven decision making does not equal micromanaging your directors. Simply, it means “make it make sense” instead of going off a gut feeling.

4. Adaptability

The landscape of local government is ever-changing. Whether it’s responding to new legislation or addressing unexpected community needs, an ACAO must adapt quickly to maintain momentum and support their CAO.

• The last time you had to change course, did you feel more like you were playing Whac-A-Mole or chess? Maybe it’s time to take a moment to pause and zoom out to stay strategically minded.

• How do you stay informed about emerging trends and challenges in local government? Are you actively seeking out training, networking opportunities, or resources that can help you and your team anticipate and respond to changes more effectively?

The position of ACAO is not merely an administrative role; it’s a critical leadership position that drives forward momentum in local government. By effectively managing resources, fostering collaboration, and navigating challenges with adaptability, ACAOs ensure that their cities/counties thrive amid complexity.

As communities continue to evolve, the importance of strong leadership from ACAOs will only grow. Their ability to keep all stakeholders engaged and focused on shared goals ultimately shapes vibrant communities where both the local government and residents feel heard and valued. In this high-stakes environment, the ACAO truly becomes the unsung hero—keeping the wheels of local government turning smoothly while paving the way for future successes.

EMILY COLON, ICMA-CM is deputy city manager of Lakeland, Florida, USA.