Jessica Whitley: Hey Traci! I am so excited to work on this interview with you!

Traci Leach: Hi Jess! Same here! First things first, though…tell me a little about you!

JW: I started at the borough of State College as an ICMA Local Government Management Fellow (LGMF) in 2023 and was promoted to my current role of assistant to the borough manager in spring 2025. I started with a BFA degree and went back for my MPA originally on a nonprofit track, so I definitely did not expect to end up in local government, haha! What about you?

TL: I’ve served three communities in Texas, all established mid-sized cities. I was promoted up through the ranks as traditionally as it comes: MPA program to assistant to the city manager to assistant to deputy. I’m one of those folks who does not want to be a city manager, so I’m at a place in my career that I love. Hoping to have interviewed for the very last time as I head into my 28th year of local government service. (My very first budget included funding for the Y2K event!)

JW: Wow, it sounds like we will have an interesting interview! I think we have some really interesting perspectives here—three years in the field versus 28 years. Let’s go through some questions about developing resilient career infrastructure.

What is the one skill that every local government professional should have in their arsenal?

TL: Hands down, it’s being an effective storyteller. The average attention span has shrunk from about 2.5 minutes in 2004 to about 45 seconds in 2023. This is extremely important in the context of the job interview, where interviewers can’t scroll past your response to get to the next question, but they’re definitely not listening unless you really hook them. Sharpening your skills as a storyteller to synthesize the most important information and share those experiences concisely and with impact is a critical skill. I highly recommend the Moth method for anyone seeking to become a better storyteller.

JW: I totally agree. Effective writing is also a key skill for the reasons you mentioned! In my experience, creating memos that clearly and effectively communicate staff analysis and policy recommendations are key. Your leadership team is reading multiple high-stakes documents throughout the day, and effective writing ensures the analysis and recommendation are understood quickly and clearly. Purdue University has great memo guidelines.

What do you wish you knew on day one that you know now?

TL: That effective networking isn’t just inane small talk and it’s not transactional. Networking in the spirit of giving is a critical structural member for your career, sticking with the infrastructure theme. We all have value that we can add to someone else’s experience, whether that’s introducing them to another colleague who can help, volunteering your time to mentor, or sharing an experience that can guide a colleague to a solution. This mindset of giving to others fits into the natural mindset of so many of us in public service. We just don’t think of networking in the context of giving. I highly recommend Adam Grant’s book Give and Take for anyone seeking more information about how to be a giver to enhance your life and career.

JW: I would remind myself that I don’t have to have all the answers on day one. When I started as an LGMF, I was overwhelmed by the knowledge gap. I had little experience in the field, so I hopped onto any available projects to expand my knowledge base. Jumping in headfirst allowed me to learn the systems for finance, grant reporting, community engagement, etc. There was no way for me to understand all aspects of my workplace on day one, and that’s okay. But asking the right questions and giving myself grace would have helped me be less stressed for day two!

What skill do you use every day that helps grow your leadership skills?

TL: At this point in my career, a skill that is essential to my own continued learning and leadership is curiosity. After so many years accumulating knowledge, it’s easy to become complacent in what you know and you may find yourself on auto-pilot. At the rate at which things are changing, staying curious guarantees that you stay in lock-step with the movement of the profession. What does this look like day to day? For me, it has meant overcoming technology complacency to explore the emerging technologies that are impacting our work and our communities. And, in this context, it doesn’t mean that I have to be the SME for emerging technology. It means that I’ve got to ask the right questions to challenge our SMEs and trust the younger professionals who are leading the way for our organization.

JW: That is an excellent point. It sounds obvious but communication is a skill I use in a variety of ways. When I am managing projects across regional partners, communication becomes key to ensuring progress. When working internally, my communication style determines whether staff feel comfortable approaching me with ideas and concerns.

Which credentials do you feel are essential?

TL: When I began my career, the graduate degree, and specifically the MPA, was the gold standard of credentials to punch your ticket to play the game. I only knew one path to advance to the city manager’s chair: get into an MPA program, roll an internship into a full-time gig, then move up to assistant to the city manager, then deputy/assistant city manager, and then finally a city manager position. That’s how everyone I knew did it, but that’s not true today. Because each community and each council has their own unique set of values and priorities that they want from their city management team, there’s not one credential that outweighs others when it comes to deciding how to grow professionally. City councils and hiring boards want to know that you are invested in you and have a genuine desire to continue learning. Staying current and growing your network are the real value of things like specialized certifications, CPM certifications, or executive management programs.

JW: I totally agree. An MPA/MPP will assist in understanding the fundamentals of local government and allow you to gain a plethora of skills, such as budget building, economic decision making, policy analysis, research, and more. Joining your state association and ICMA can help build your network and professional knowledge. Ultimately, you don’t need a specific background to enter the field; you need to exemplify public service values through your professional journey.

What are the best lattice-building skills and experiences?

JW: Assisting in the budget process allows you to build your communication, research, presentation, and analytics skills. The budget serves as a cross-departmental document and a key public document outlining the municipality’s goals. The budget cycle highlights departmental priorities and their connection to the organization’s mission and values. My first budget cycle was illuminating. I assisted from development to adoption, and those skills built into higher organizational responsibilities.

TL: I 100% agree with your observations about the importance of the budget! I would also add that any project or special assignment that stretches your “boardsmanship” skills at strategic times in front of the council is worth your time. Exposure to boards and community engagement hone your communication skills in all the ways that matter: navigating conflict, creating consensus, listening to understand, and honing your formal presentation style/presence.

What role do mentorship and community play in building career infrastructure?

TL: I know I would not be in the role I’m in now if not for outstanding mentors that shared their guidance along the way. I had city managers who included me in the weekly city manager-ACM meetings so that I had exposure to the decision-making and thought processes that happened behind the scenes. I had colleagues who invited me to regional state association meetings. At this point in my career, I am much more focused on being like these mentors than I am advancing my own career. I see the young women in my organization and in my professional circle, and I’m inspired to do whatever I can to pay it forward.

JW: In a similar vein, the only reason I am in local government is through mentorship and a growing community. Some advice that has stuck with me is “seek mentorship from those who you want to be.” Find your mentors in the field by searching for someone who exemplifies characteristics you admire. Find leaders you respect and pick their brain. Networking at conferences can help you find mentors willing to assist you in your journey. Leaders in the field are open to sharing their expertise, and early career professionals can set themselves up for success by soaking up that expertise. I often reach out to my colleagues in the field, many of whom I have met through the ICMA network. At the end of the day, community is the root of success in your professional life just as it is in your personal life.

What are some methods for gaining experience in the field while avoiding burnout?

TL: Hot take coming for avoiding burnout! Over my 27-ish years of local government service, one of the most important pieces of advice I ever received is that the communities we serve aren’t “ours.” They belong to the residents and the city council elected to represent them. Taking the perspective that “It’s not my city (INMC)” has been extremely helpful to balance the emotional investment in the work that I do. At the end of the day, my responsibility is to implement the will of the council in service to the community. “INMC” is prominently displayed on my whiteboard to serve as a reminder on days that don’t go as planned. Adopting this perspective hasn’t lessened my connection to the communities I served, nor has it diminished how I feel about my work. What it has done is give me a more resilient mindset and help preserve my sanity, which is a win for everyone!

JW: I think it’s important when you’re first starting out to get exposure to as many projects as possible, while respecting your own boundaries. I would say to fill your “plate” with a variety of projects, but keep the size of your plate in mind. Finally, develop professional boundaries up front and be clear that although you’re a team player, you have a capacity limit just like everyone else. I think being flexible regarding evening meetings and other projects can be a great sign of teamwork, but offer those clear boundaries when you enter a workplace so there is no confusion.

Conclusion

TL: Great stuff, Jess! So, even with our different perspectives, I was surprised that we had quite a bit of consensus around the big ideas. Clearly, we both saw communication, mentoring, and the strategic “yes” as key infrastructure pillars for a resilient career, even though we’d go about building those skills a little differently. Staying curious with a growth mindset will also take you a long way toward reaching your career goals.

JW: I agree. There are many pathways for development and advancement in the field. The tools discussed serve as a great way to build career infrastructure regardless of your experience. And when we share our career “toolset” with each other, it seems we all benefit in creating a stronger infrastructure.

TRACI LEACH, ICMA-CM, is deputy city manager of Coppell, Texas.

JESSICA WHITLEY is assistant to the borough manager of State College, Pennsylvania.