Assistants are experts in reading the room. A council meeting runs long. A resident brings up a last-minute complaint. The city manager glances your way, and without missing a beat, you’re pulling up background details, texting a department head, or sliding a note across the dais. It’s quiet, fast, and instinctive—like a kind of local government telepathy. It’s not quite mind reading, but it’s close—one of those special powers you develop in the assistant seat.

I’ve worked in local government for more than 20 years, with about half that time spent in the deputy or assistant role. I often tell people I have the best job in the organization—and I mean it. As the assistant, I get to wear many hats and take on a wide variety of projects without carrying the political weight that comes with having seven bosses. I have one: the city manager. My primary responsibility is to help them lead effectively.

In the spirit of my upcoming Comic-Con trip, I’ve woven in a few superhero metaphors—because in local government, strong duos don’t wear capes, but they do make cities stronger.

The Power of Partnership

City/county management is not a solo act. While the CAO may wear the cape, the assistant is right there—solving problems, shaping priorities, and keeping the mission moving behind the scenes.

Throughout my career, I’ve worked with several city managers, each with their own leadership style, strengths, and quirks. What makes the relationship work isn’t that we’re the same—it’s that our differences complement each other. Like any great superhero team, we bring distinct skills to the table. One may be more visible, but both play critical roles.

A strong partnership invites diverse perspectives. It allows for candid conversations, respectful pushback, and shared accountability because there’s trust at the core. And that trust isn’t automatic. It’s built over time through honesty, consistency, and a shared commitment to the mission.

Even when we take a different path than I might recommend, I value being part of the discussion. That’s where the real impact happens—when you’re part of the solution, not just the execution.

Communication Is Everything

Even the best superhero teams don’t succeed on instinct alone—they stay in sync through constant communication.

In Yuma, the city manager and I operate with an open-door policy—literally and figuratively. We talk throughout the day and carve out regular time to align priorities, identify concerns, and make sure we’re leading with one voice.

That rhythm builds trust. I’m empowered to lead cross-departmental efforts, respond to issues, and manage initiatives. He trusts me to act, and I trust him to back me up, and that includes council interactions. I frequently follow up on requests or help move initiatives forward, but I’m always careful to keep him in the loop—summarizing conversations, flagging concerns, and ensuring there are no surprises. It’s not just a courtesy; it’s how we maintain alignment.

We also rely on shared tools: joint agendas, planning documents, and quick text check-ins. It’s not about formality; it’s about staying informed and showing up as a unified team.

Complementary Roles, Shared Responsibility

A strong partnership isn’t about doing the same things—it’s about doing different things in service of the same mission. In Yuma, our roles reflect that balance. The city manager brings an engineering background and deep institutional knowledge, which make him especially effective with council, regional partners, and infrastructure-heavy departments.

My background leans toward internal operations, like human resources, IT, communications, economic development, and strategic planning. I’m also more extroverted, which complements his analytical style.

We don’t try to mirror each other; we rely on each other. He leads where his strengths shine, and I step in where mine do. That kind of flexibility builds momentum and sends a message to the organization: leadership doesn’t have to look one way—it just has to be aligned.

Managing Up and Out

The assistant role lives in the middle—strategic and operational, internal and external, visible and behind the scenes. That kind of trust isn’t automatic. It’s earned by showing you can lead, support, and adapt—often all in the same day. The projects I lead—whether it’s implementing SeeClickFix, developing a community outreach plan, or coordinating a council retreat—aren’t just tasks. They reflect a relationship built on trust and transparency.

We talk often and I keep him in the loop—especially when I engage with council, work with directors, or represent the city in the community. It’s not about asking permission; it’s about staying aligned. No surprises. No confusion.

Last year, I asked to be included in executive session discussions—not to speak, but to stay informed. If a councilmember had a question or if I needed to step in while the manager was away, I wanted to be prepared. He supported that request. It was a small change but a meaningful sign of confidence.

Managing out matters too. While most department directors report to the city manager, they often come to me for guidance—how to approach council on an issue, brainstorm ways to engage the public, or move a complex project forward. They know our leadership is aligned, which gives them the confidence to ask hard questions, float new ideas, and trust they’ll get honest, thoughtful feedback.

One of my favorite developments has been joining the city manager on his twice-yearly visits to every department—where we meet with all employees, not just leadership. At first, he went alone. Now we go together. It’s a simple shift, but a powerful one that shows collaboration, reinforces trust, and reminds staff that leadership is listening.

That’s the heart of managing up and out: being the bridge. Sometimes you’re the strategist. Sometimes the translator. Sometimes just the steady presence in the room. But always, you’re helping the team stay grounded and moving in the same direction.

Making the Invisible Visible

The best manager–assistant partnerships are often invisible to the public, but their impact is felt in every smooth budget process, successful project launch, and well-executed council retreat.

Over the years, I’ve seen both strong and struggling partnerships. The difference? Intentional effort. These relationships don’t just happen; they’re built through time, trust, and the courage to have honest conversations.

Earlier in my career, I worked for a manager who’d never had an assistant before. He didn’t quite know how to use the role, and I didn’t know how to shape it. Eventually, I initiated the conversation—honest, uncomfortable, but necessary. It opened the door to new responsibilities, professional growth, and ultimately, a nudge toward my next career step when he saw I was ready.

Sometimes the partnership just doesn’t work, and that’s okay. Every experience teaches you something—about leadership and about yourself. But when it does work, it’s a force. Like the best superhero teams, it’s not about who gets the credit; it’s about having each other’s back, staying mission-focused, and being stronger together than either of you could be alone.

JENNIFER REICHELT, ICMA-CM, is deputy city administrator of Yuma, Arizona, USA, and serves on the boards of Arizona Women Leading Government and Arizona City/County Management Association.