In many professional settings, people are routinely asked, “What are your long term career goals?” or “Where do you see yourself in 10 years?” During annual reviews, your boss may ask about your goals or, more specifically, your employee development plan. 

The underlying assumption is often that everyone should aspire to climb the ladder all the way to the top. But not everyone wants the “top job” — and that should be perfectly acceptable.

Why isn’t it just as commendable to excel in your current role, contribute meaningfully, and support your organization’s leadership so that they can be the best they can be?

I’ve served as an assistant town manager in my community of Bluffton, South Carolina, for nearly five years, and I truly enjoy the work. Prior to being promoted to one of two assistant managers for the town, I was the director of growth management, and I worked hard for the promotion. 

Looking ahead, I fully expect — and genuinely want — to continue being an assistant. My goal is not to become the manager; my goal is simply to be the best assistant I can be. I see my role as the backstage manager: the person who makes the show run smoothly and ensures the lead performer shines. 

I don’t need or want to be the face of the town. Likewise, I don’t need to be the one making every high level decision to find fulfillment; however, I do enjoy being part of the conversation. If you’re constantly looking toward the next role, can you ever fully master the one you’re in?

Now, don’t get me wrong — I enjoy leading my divisions and having the big desk and being the boss of my team. I thrive on managing capital projects, planning and community development, building safety, and everything that comes with those responsibilities. Over my 27 year career in government at multiple levels I’ve come to believe the greatest impact happens locally, and I like being the one to make the work happen. I work in the town where I live. I know my community, I understand our neighboring communities, and I care deeply about our shared future. I don’t have to be the manager to do that.

I am fully capable of stepping in when the town manager is away, ill, or simply needs a break. I am ready to jump in whenever needed, and I work best in a collaborative environment with an open line of communication. We have a solid leadership team here in Bluffton—two assistant town managers, our town clerk, and the manager. Each of us has a different role to play, and the strength of the team depends on all of doing those jobs well.

I take pride in being the best assistant I can be. I seek to grow through organizations like ICMA and the ACAO subcommittee. I don’t pretend to have all the answers, but I know where to find them, who to ask, and how to navigate obstacles. And when I need help, I’m not afraid to ask. Just because I don’t want the top job doesn’t mean I don’t want to continue learning, refining my skills, and staying up-to-date on best practices. There is always room for improvement.

Sometimes I feel judged when I share my professional goals. People assume I’m afraid of failure, and some seem skeptical when I say I don’t aspire to be a town manager. Disappointment and failure can be part of pursuing a new job, but advancement isn’t the only way to grow professionally. I simply find more purpose in excelling where I am, helping my teams excel, and fostering a culture where every role is valued. Advancement is not the only marker of success. Contribution and collaboration matter just as much — if not more — when we’re working for the greater good of our community. 

Maybe someday I’ll change my mind, but for now I will continue to learn and become the best assistant town manager for Bluffton, South Carolina, that I can be.
So, if you’re still wondering what the answer to the question is…

Yes, of course, it is!