By Stephen G. Harding, instructor, comparative politics, UC Riverside Osher Lifelong Learning Institute (retired city manager)

Editors Note: This blog post is a revised version of Stephen G. Harding's commencement speech to graduates at the Graduate Center for Public Policy and Administration, California State University, Long Beach.

You’ve heard of them. You’ve read about them. More than likely, you’ve seen them. Whether in the classroom, in the workspace, or mingling in conference corridors, there are those who have left a mark, sometimes indelible. They did or said something impactful, something motivational, maybe even inspirational. For these cast of characters, these “icons,” action spoke as loud as words. There is wisdom behind what they have said and done. Theirs is a knowledge underscored by time in grade. Without fanfare, they have proven their durability, their flexibility, their organizational value, and their duty to the greater civic society. They have records of achievement. No flashes in the pan here!

So, what is it? 
 

What Makes These Leaders of Local Governance Iconic?

What have they learned?

What have they passed along?

What are their habits?

Maybe, just maybe, they may have gone back to their days in graduate school. With jogged memories, they may have been reminded that public administration is both a science and an art.

It was his or her technical skills, the science of it all, that got them in the door and probably that first and second promotion. Their initial titles included such terms as analyst, specialist, or technician. They perfected a set of skills that for some was a continuation of what they practiced as students. They were employing the “science” of public administration.

But somewhere along the way, and if they were fortunate, they witnessed the “art” of it all. Performed by those with the inherited soft skills, the accumulated insights, the wisdom, the communicative human side of the equation, they transformed the science, the evaluative analytics as it were, into clear, concise, and cost-effective public policy. Above all, they understood for whom they worked. John Nalbandian, professor Emeritus at the University of Kansas, has stated:

In short, it is the values and the practices of managers that increasingly will define professionalism in local government, not where city managers work or who hires and fires them. Successful professional managers are and will continue to be those who are able to identify, understand, and work with the values of their community.

Effective Leadership

It was this understanding, combined with the mixing of science and art, that made these individuals invaluable. They were the icons.

They were the go-to people. The ones with the skill sets that get things done. It’s what eventually made them directors, managers, and above all, leaders. In my experience, it was professionals like these that were the most memorable. The ones that left an imprint.

They were effective in their organizations and effective in their communities. They listened more than they spoke. Their focus was on solving problems.

Their integrity was evident; it was in their genes. They repeatedly proved they were trustworthy, competent, fair, and capable of making tough decisions that might even be personally injurious.

They were supportive of the people in the organization. They gave clear direction and feedback. They placed credit where credit was due. They knew the difference between earned and unearned.

For them, success was measured in terms of product as well as the equitable application of process. They knew the value of each.

They had a sense of humor. They were genuine. Treating people with respect was a given. Without focusing on themselves, they took the issues seriously. They had long since learned and mastered the appurtenant hard skills. Their soft skills were more innate. They were dedicated, loyal to the profession of public service, and most often, were unsung.
 

Different Paths

On a personal note, only they, their family, and close friends really knew if they were good at the whole work/life balancing thing. From beginning to end, it may have been their greatest challenge.

None were perfect. There were days they wished they had done this or had not done that. They were not infallible. Even when they regressed, they got up, dusted themselves off, and faced it all again.

Ironically, and for many throughout their work lives, the difficulty was finding the best place to practice their profession. Where was the right venue, the right vantage point? The challenge was finding the right fit. For some, participation in this “game of thrones” may not have been the best idea. More than likely, this decision was the second greatest challenge facing the local public careerist. 

For some, the “what” and “where” came easily. For others, not so much. Some started, climbed ladders, and finished at the same location. They may or may not have finished on the same floor. 

Others followed more nomadic pathways. Seeing opportunities elsewhere, some jumped from public agency to public agency. Others found they did not need to work in the public sector to serve the public. These individuals discovered that a governmental I.D. was not necessarily a requisite. For them, nonprofits and certain private sector firms that focus on public service were a better fit. 

Regardless of location, each had its pluses and minuses. Those that sought a stable and permanent home usually became pillars of their communities. The expressions of their efforts were usually tangible. Almost everyone knew their names. They developed long-term relationships. They had a depth of experience framed by their neighborhoods, communities, their cities, and regional boundaries. They made a difference.

Still, one must expect the unexpected. The unplanned sojourns caused by uncontrollable externalities, when the weight of collected barnacles became too heavy. At times, even the most steadfast may have found him or herself unwillingly traversing new lands. Recovery may have been slow, but recover they did. 

Their more nomadic brethren had different experiences. Their travels were their own idea. These road warriors were not limited by geography. They were participants in the planning of a multitude of public programs and projects. Unfortunately, they were usually not around when those same efforts came to pass. The projects and programs were not their own. Those belonged to the clients. Planning and framing the feasibility of possibilities and the subsequent road maps developed by these advisors were up front. On the surface, one could argue they were not as vested. After all, their pay stubs were embossed with the name of a company, not the agency. They moved from assignment to assignment. The shorter the tenure, the shallower the roots. Maybe, but one size does not fit all. They may not have been cutters, but most often they supplied the ribbon. Although not as evident, they too made a difference.

Still, these wayfarers acquired a breath of knowledge and experience not afforded to those that grew where they were planted. These contractors, these consultants, these interim executives, brought a very specialized and strategic set of skills, ones that were continually in need from agency to agency.

All in all, each path has its rewards. I know. I’ve walked along most. So, you should know that one of your greatest challenges, one that is very personal, is to find the best trail to follow. The one that fits you. It hasn’t gotten any easier over the last 50 years since there are now 71 additional California municipalities to pick from. 

Take the Baton

Regardless of title, regardless of position, regardless of which path you choose, you are first and foremost public servants. Your presence is needed now more than ever. Yours, like your predecessors, is a civic responsibility. The baton is now passed to you.

Your challenge is best summarized by professors Eugene P. Dvorin and Robert H. Simmons:

The end of public administration is not to execute public policy with utmost dispatch, maximum efficiency, or value neutrality—or any combination of the three. The refinement of technique is of low priority compared to the discipline’s need to define the public interest.

Following this directive will make you an invaluable icon.

And when the day comes, always remember:

Leave it better than you found it.

Leave it on your own terms.

Leave it with your integrity intact.

That’s how the icons I respected the most approached their careers. 

Engage with your local government peers on ideas like this and more at the ICMA Annual Conference, October 25–29, in Tampa.