Recently, I had the opportunity to address the ICMA Members in Transition (MIT) program. Unique to ICMA from what I can see, the MIT program is a membership offering that provides personal and financial support for members who have been fired, forced to resign, or otherwise involuntarily separated. ICMA provides access to support services from ICMA leadership, senior management staff, senior advisors, and other members.

Monthly, those who wish to participate hop on a call and talk through strategies, leads, and best practices with respect to the job hunt, as well as network in a collegial gathering and safe space to have candid conversations. Sometimes there is a guest speaker. ICMA staff produces an agenda and leads the discussion, and participation is active and steady.

Best Practices While in Transition

I presented some information on what I see as best practices to consider while in a state of employment transition. These were built off a foundation of my local government career but also from my years of consulting experience, primarily through the lens of an executive recruitment consultant. Here were some of my suggestions:

Volunteer. 

Sign up for boards or committees or ask for opportunities to participate in some way in a local government nearby.

Consider an interim assignment. 

These are sometimes available in local governments and while interim in nature, could be a resume gap filler or even a springboard to a permanent position.

Network. 

I have written a lot about networking and the power of networking. Through connections I got wind of the county administrator position I held for 16 years. You have to keep networking.

Get involved with associations. 

A powerful tool for networking is the work of associations. ICMA, the Government Finance Officers Association (GFOA), the new American Association of Municipal Executives (AAME), and others are groups for like-minded public administrators to connect with one another. There may also be opportunities for association engagement on matters like governance, task forces, and committees.

Make connections with recruitment firms. 

I speak only for myself, but I know I value the outreach from managers in transition advising me of their job search. Get on people’s radar.

Consider alternatives. 

As I told the group, I am a champion of local government management, but I understand that people need to make a living. Thus, I suggested that if opportunities do not present themselves in local government, consider career options that have transferable characteristics, like vice president positions in higher education, executive director positions at nonprofits, etc.

Don’t forget about counties. 

As a longtime county administrator, it still amazes me when municipal managers don’t think of their county counterparts as viable professional management options. There are department head and director positions available at the county level, too. With 3,500+ counties in United States, opportunities abound.

Find speaking engagements. 

With conferences and training seminars seemingly omnipresent, seek out opportunities to stay engaged professionally through participation in panels. Moderate a session, suggest a topic and deliver a presentation on it, etc.

Get out of your head (OOH). 

This is a concept I teach and preach for my Mindful Public Management program. Help others, exhibit empathy, show compassion, call a friend, write to someone, reconnect with an out-of-touch colleague, etc. It’s amazing the way life works when we stop thinking solely about ourselves.

Craft Your Story

Another piece of advice I shared with the group related to the thorny issue of a recent resignation, termination, or separation. It’s likely in the news, I can Google it, there’s at least some public record of it, and so forth. I simply recommend having answers at the ready.

What is your story? Why did you leave your last job? Secure references and recommendations—ideally from the same place that was the origin of the stories—to combat the negativity and to help frame your cause as a professional. Develop a profile or portfolio of successes. Consider a testimonial video with peers, colleagues, subordinates, bosses, and community leaders in the communities you’ve served in to display your chops and come across as a confident candidate.

Maintaining Your Position

Lastly, the MITs asked me to name the top three things I attributed to my long tenure as county administrator. When you finally find yourself in a good position, how do you stay there? I added one, and they were:

1. Being up front with your council/board that you are nonpartisan and apolitical.

2. Communicating regularly and substantively with our board. No surprises.

3. Conducting an orientation/training/acclimation-type meeting with all new board members to explain your role as CAO and the composer/conductor relationship in the council-manager form of government.

4. Promoting a positive, proactive spirit of community engagement. Get out in the community and out in front of issues. Connect with residents. It makes the board look good, too.

Experiencing a job displacement may be one of the toughest times of your career, but taking a proactive approach is the best way to land your next position as quickly as possible.

More Information about ICMA’s Members in Transition (MIT) Program

The MIT program supports ICMA members who have been fired, forced to resign, or involuntarily separated from local government service, offering them resources and encouragement as they seek new opportunities in the field.

Recognizing that such terminations are frequently unrelated to job performance but instead are a result of shifting political landscapes or governing bodies, ICMA provides members with a pathway to continue advancing their careers. Through workshops, networking opportunities, and tailored assistance, the program underscores ICMA’s dedication to empowering our members during times of transition.

• ICMA waives dues payments for MITs for up to three years.

• MITs have access to varied support services from ICMA leadership, senior management staff, and other members. ICMA senior advisors, for example, are retired CAOs who have experienced many of the frustrations that MITs may be dealing with and offer complimentary and confidential counsel.

• MITs are encouraged to join the monthly meeting, a video call providing relevant information for those seeking employment.

• MITs can access the publication, A Member’s Guide to a Career that has Ups and Downs and Detours, which includes tips on how to prepare for, prevent, and navigate transition.

• MITs can access ICMA’s Job Center, where an editable Model Employment Agreement and the ICMA Job Hunting Handbook are available.

• MITs receive discounted rates for services from a preferred provider of online reputation management services, which can help prevent and repair threats to an MIT’s online reputation and create a positive web presence.

• MITs receive unlimited access to all webinars priced at $149.

• To facilitate networking with their fellow managers and to promote professional development while in transition, registration fees are waived for specific conferences. The registration fee for the ICMA Annual Conference is not only waived for the MIT, but complimentary registration is also extended to the MIT’s partner. For this event, the MIT also has access to a travel and housing stipend. For those who are unable to attend the event in person, archived virtual conference materials are provided free of charge after the event.

Members who are interested in the program can contact membership@icma.org.

DR. IAN COYLE, ICMA-CM, is founder/president of Pracademic Partners (ian@pracademicpartners.com).